The Guernica Essay Example | Topics and Well Written Essays - 250 words

The Guernica - Essay Example It projects a heavy emotion through its dismal, grim nature. The Guernica also shows the morphing of humans and animals - a clear opinion from the artist of how war creates a situation where humans and animals seem to be alike. The Guernica depicts a mood that is most likely to be associated with a house of horrors, full of distorted, morphed characters carrying a heavy, dark mood full of gloom and grim. Picasso's opinion of wars is clearly expressed through the Guernica. The complexity of its content makes it a unique work of art. Thus, I have always believed that a work of art is a reflection of how the artist sees the world. It is the artist's expression of the circumstances that occur around him. It is the artist's creation of something that holds underlying symbolisms and mysteries within it, that each person has their own view and opinions towards it. In my point of view, it is the Guernica that best represents a work of art. Its uniqueness is brought about by the unconventional style of depicting characters, and its symbolism cannot be interpreted in a single angle. It gives room for everyone to have their own interpretations and ideas formed - a true mark of a work of art. For me, that is what is considered to be a work of art; and the Guernica is absolutely one of its kind.

Will ethical behavior pay off in long run?

Will ethical behavior pay off in long run? Answer: I do believe that ethical behavior will pay off in the long run, however I do not believe it will pay off as much as people expect it to. People want ethical behavior to be widespread and change the world, but the truth is that some people will never be ethical. Plus, what is ethical to one person is unethical to another. It depends all in the way individuals interpret things. So although I think that consistently acting ethical and passing those beliefs down through the generations will pay off, I do not believe it will pay off as much as people want it to. Definition: Pearson Custom Publishing (Pearson, 1998-2002) defines ethics as the standards of conduct and moral judgment. Markula Center for Applied Ethics (1995-1998) defines ethics as those standards that compel one to refrain from committing crimes against another person such as stealing, murder, assault, slander, and fraud. It is also the standards that encourage honesty, integrity, compassion and loyalty. Ethics is not a religious principle, nor is it based on feelings about a particular problem. It cannot be defined as a legal practice because laws are created to protect rights, not manage ethical principles. While the definition may seem clear, ethics as a practice is somewhat ambiguous since interpretation plays a big part in how people perceive right from wrong. The Markala Center for Applied Ethics (1995-1998) states that in order to understand the meaning of ethics we must find answers the following questions, According to what standards are these actions right or wrong? What character traits (like honesty, compassion, fairness) are necessary to live a truly human life? Defining ethics is relatively easy compared to practicing ethics in the work place. Since the primary concern of most businesses is the bottom line, the ethical views may differ based on the type of business. Ethical views of employees may also differ from the views of the company. This can cause conflict among workers and management as companies strive to improve the bottom line. Personal ethics may be compromised in an effort to keep a job. Most Renowned companies like Enron, Satyam, Lehman Brothers, Tyco, Worldcom, Adelphia, Merrill Lynch, Morgan Stanley, Arthur Anderson à ¢Ã¢â€š ¬Ã‚ ¦. Came tumbling down. They were the darling of the masses as well as the bourses. They were seen to be responsible to employees, shareholders, suppliers, customers. All the reputation and trust built over years was wiped off due to unethical practices. For a business to be successful, it need not compromise with mortality. The more the business does something unethical or illegal the more likely that it will be caught. When ethical environment is poor, organizational performance suffers because of poor group dynamics and suppressed communication. In unethical organizations the employee morale is badly affected leaving organizations vulnerable to setbacks. Sound ethics is necessary precondition of any long term business enterprise. Excellence in business must exist on foundation of values that most of us hold dear. Without a base of shared values, trust and mutual benefits, todays national and international business would fall apart. Basic principles of integrity and fairness can build an enduring reputation. No separate ethical laws are required; we already have a plethora of laws encompassing every facet of business The Factories Act Indian Contract Act Sale of Good Act Companies Act The Consumer Protection Act The Indian Forests Act Prevention of Corruption Act The Mines and Minerals (Regulation Development Act) Agriculture Marketing Act Prescription Drug Marketing Act Accounting Act In the 21st century in the age of instant noodles and instant information, stakeholders can not be taken for granted and they evaluate the business on the following yardsticks Is the business complying with the law of the land? Does the business have a sense of propriety? Do product claims match reality? How forth Coming is the company with information sharing How does the company handle third party ethics How charitable is the company? How does the company react when faced with negative disclosures? Responsible Business Business should not be considered as a commercial activity aimed at maximizing profit. Profit to be maximized but not at the cost of responsibility to shareholders, suppliers and customers. Business should always take into consideration aspects of human rights and social responsibility. Wealth and knowledge must always be shared with the community as water in village pond unlike water in a private well. Pay Back Time Ethical behavior induces further ethical behavior. Employees who are treated ethically will be more likely to behave ethically with customers and business associates. Ethical behavior/decision making will overtake unethical or immoral practices in the long run. Ethical behavior results in confidence, stability of mind and soundness of position, restful sleep and hassle free life. Energies are freed for maximum productivity, creativity, flow of knowledge, information and reasoning capabilities. While practicing unethical behavior one has to engage in exhaustive subterfuge, resulting in diminished effectiveness and reduced success. Satisfy your Inner self Being ethical is doing the right thing when no one is watching Integrity has no need of rules. Real integrity is doing the right thing, knowing that nobodys going to know whether you did it or not-Oprah Winfrey. Most Reversed Tatas were among the first families in India to spread their wealth and wisdom for the benefit of humanity, some examples: In 1998 the Tata Mills failed to pay a dividend. The name Tata was at stake. Sir Jamesedji Tata risked his personal fortune to save a public company, displaying that people mattered to him before profits. In 1924 when Tata Steel was its lowest ebb with no money to pay co-workers, Sir Dorabji Tata risked his entire personal fortune of Rupees One Crore(of that time) which also included his wifes jewelry to get a loan from Imperial Bank of India, for public limited company to save the name of Tatas. One of the guiding principles of JRD Tata was- No success or achievement in material terms is worthwhile unless it serves the needs or interests of the country and its people and is achieved by fair and honest means. Business as a spiritual pursuit encapsulates JRDs philosophy and the ethos of the group he symbolized by stating that we (in Tatas) have retained the fire of idealism and in its glow we have come to recognize that no wealth or power can be more valuable than our dignity; no loss or profit can be more critical than loss of our credibility; no skills or qualification can substitute the integrity of our character. Conclusion Utilizing the principles of ethics in the decision making process will help to ensure that decisions made are fair and respect the rights of those parties involved. Unfortunately, ethical decision making is only as morally sound as the person making the decision. If the person making the decision is does not live by an ethical code, the decision will be swayed in the direction of that belief. Therefore, in order to make sound ethical decisions, decision makers must constantly evaluate their own beliefs and strive to live in an ethical manner and that will definitely pay off in longer run. References http://www.sptimes.com/News/110200/NIE/Treat_others_as_you_w.shtml http://www.powerhomebiz.com/books/ethics101.htm http://essaysforstudent.com/tag/ethical%20behaviour/page1.html http://www.allbusiness.com/buying_exiting_businesses/3503597-1.html http://en.wikipedia.org/wiki/Ethical_leadership http://www.businessballs.com/ethical_management_leadership.htm 7. Fu, Jie, and Joshua Hall. Forthcoming. Fremont General Corporation. In Booms and Busts: An Economics Encyclopedia, Mehmet Odekon, editor. New York: M.E. Sharpe. 8. Morningstar. 2009. Our 2009 CEO of the Year Nominees. Online at: http://news.morningstar.com/articlenet/article.aspx?id=269242. Question 2 Within the business context business are expected to have good ethical values and act socially responsible. The problem is that the ethics of a business is a mixture of individual sets of ethics. This is why it is important to have good individuals as employees. It is also equally important that when you go to work somewhere that you feel like you share the values of those you work with. Ethics is not just talking about the right thing. It is doing what is right in every decision that is made. Based on the above observation discuss the impact on society that ethical leaders can make. American corporations dole out an estimated 15 billion dollars per year on training and consulting for up and coming mangers and leaders. Some target high performers and potential leaders within the organization. Others believe that leadership is more about what you do rather than who you are and, therefore, everyone in the organization is capable of becoming a leader. We have been arguing and writing about the science and practice of management since the early 1900s, and about leadership for at least 2000 years, all in an effort to demystify both. Is management, in fact, a practice, an art, or a science? Are leaders born or made? What do managers actually do? The argument continues. :- It is important to have good individuals as your employees but it is also important that those employees should be ethical because only they make the right decision and make others to follow. Some of the theories that tells us about the leadership ethics are being given to us by some of the philosophers as they are really heplfull they are given below:- Heifetzs Theory -Leadership involves authority to help followers uphold values in the workplace. Burns Theory Emphasizes the moral development of followers and maintains high standards of moral conduct. Greenleafs Theory Strong ethical overtones, true leadership is service to others. Moral development plays a vital role in building up good ethics. Acc. To john locke A new born child is a blank tablet on which life script can be written. Experience and learning shapes the content, structure and direction of a persons life. Examples of Great Ethical Leaders Cyrus the Great (590 BC-529 BC) The study of Cyrus the Great and establishment of his ethical Persian empire some 2500 years ago is a good indication that in our time the concept of world order based on ethics, ethical state, peace and harmony among nations are not an impossible goal and illusion. In this century the most fundamental and essential ingredients of an evolution towards these goals are democracy, freedom of expression, freedom of choice, freedom of religion, cultural toleration, human rights, political feedback mechanism, open trade policy, and open communications among people in this globe. The ethics of life are the pursuit of awareness for us and others. The ultimate goal is total awareness. Ethical Government is a means of achieving that goal by raising man to a higher state of total awareness. Ethical leaders can lead men toward Ethical Government and Society, which can lead man to total awareness. To increase mans power is always ethical. However, only men who use power to expand awareness are et hical. Men who use power to diminish awareness are unethical. Business ethics in the field As part of more comprehensive compliance and ethics programs, many companies have formulated internal policies pertaining to the ethical conduct of employees. These policies can be simple exhortations in broad, highly generalized language (typically called a corporate ethics statement), or they can be more detailed policies, containing specific behavioral requirements (typically called corporate ethics codes). They are generally meant to identify the companys expectations of workers and to offer guidance on handling some of the more common ethical problems that might arise in the course of doing business. It is hoped that having such a policy will lead to greater ethical awareness, consistency in application, and the avoidance of ethical disasters. An increasing number of companies also require employees to attend seminars regarding business conduct, which often include discussion of the companys policies, specific case studies, and legal requirements. Some companies even require their employees to sign agreements stating that they will abide by the companys rules of conduct. Many companies are assessing the environmental factors that can lead employees to engage in unethical conduct. A competitive business environment may call for unethical behavior. Lying has become expected in fields such as trading. An example of this is the issues surrounding the unethical actions of the Saloman Brothers. Not everyone supports corporate policies that govern ethical conduct. Some claim that ethical problems are better dealt with by depending upon employees to use their own judgment. Others believe that corporate ethics policies are primarily rooted in utilitarian concerns, and that they are mainly to limit the companys legal liability, or to curry public favor by giving the appearance of being a good corporate citizen. Ideally, the company will avoid a lawsuit because its employees will follow the rules. Should a lawsuit occur, the company can claim that the problem would not have arisen if the employee had only followed the code properly. Sometimes there is disconnection between the companys code of ethics and the companys actual practices. Thus, whether or not such conduct is explicitly sanctioned by management, at worst, this makes the policy duplicitous, and, at best, it is merely a marketing tool. To be successful, most ethicists would suggest that an ethics policy should be: Given the unequivocal support of top management, by both word and example. Explained in writing and orally, with periodic reinforcement. Doable.something employees can both understand and perform. Monitored by top management, with routine inspections for compliance and improvement. Backed up by clearly stated consequences in the case of disobedience. Remain neutral and nonsexist. The effectiveness of ethics officers in the marketplace is not clear. If the appointment is made primarily as a reaction to legislative requirements, one might expect the efficacy to be minimal, at least, over the short term. In part, this is because ethical business practices result from a corporate culture that consistently places value on ethical behavior, a culture and climate that usually emanates from the top of the organization. The mere establishment of a position to oversee ethics will most likely be insufficient to inculcate ethical behavior: a more systemic programmed with consistent support from general management will be necessary. The foundation for ethical behavior goes well beyond corporate culture and the policies of any given company, for it also depends greatly upon an individuals early moral training, the other institutions that affect an individual, the competitive business environment the company is in and, indeed, society as a whole. The caring leaders focuses on the welfare of : Customers : Employees : Shareholders : Community : Define problems : Find out best alternatives : Collect information Religious views on business ethics The historical and global importance of religious views on business ethics is sometimes underestimated in standard introductions to business. Particularly in Asia and the Middle East, religious and cultural perspectives have a strong influence on the conduct of business and the creation of business values. Examples include: Islamic banking, associated with the avoidance of charging interest on loans. Traditional Confucian disapproval of the profit-seeking motive. Quaker testimony on fair dealing.

Savannah and Chloe Essay -- Personal Narrative Friendship Essays

Savannah and Chloe Have you ever watched a friendship fall apart? It’s an interesting thing to experience. What’s truly amazing is that there are obvious signs, but few people recognize them in time to stop it. This is what happened to me. This is the friendship that I watched slide through the cracks. This is my story. Savannah and I had been friends since the second grade. We lived next door to each other. We were in the choir together. We walked home from school together. We were inseparable. We were often referred to as one person. We were no longer individuals. Like Mary-Kate and Ashley, we became Savannah and Chloe. I remember those years well. Savannah would be outside with her sister, and without a second thought would run through our front door to grab something to eat or go to the bathroom. The same privileges were given to me. I would charge through her front door without a moment’s hesitation. This was just the way we lived our lives. It was expected of us. After all, we were Savannah and Chloe. This plot continued through elementary school and into the summer before our sixth grade year. Our lives had been relatively simple until that time. School. Choir. Friendship. That was all we had to worry about. That is, until that fateful day when my mother told me that she had met someone. It had always been just her and me. So once Jack came into the picture, life took on a completely different aura. Not only did I acquire a new stepfather, but two stepsisters as well. This sudden multiplication of people created chaos. I began spending more time with my family, getting to know the newest members. Savannah quickly became friends with my step siblings. We all spent time together ... ... since that night. She got married in April of 2004. I wasn't there. I couldn't bring myself to watch from the outside. Since the moment we met, we had based our relationship on all or nothing. I couldn't be just another face in the crowd. I've heard that Savannah is living a happy life with Mark. They bought a house and are planning on starting a family. There have been times that I've wanted to call her, but I know our relationship would never be the same. She is a different person now and so am I. I've grown up. I've realized that relationships aren't always durable. I've learned that the people you love the most can hurt you the most. I’ve learned that sometimes you wake up and friendships are over. You are no longer a part of their life. You are now a part of their past. A fond memory. A distant thought. Whatever you call it, it is the past.

American Success in Achieving Independence Essay

Introduction The British military was considered the strongest in the world at the outreach of fighting between England and the American colonies in 1775. Britain had just defeated France and the Indians in the Seven Years War and had attained its prominence as a world’s superpower. Yet despite Britain’s overpowering military dominance, the British found themselves unable to subdue General Washington and the American colonies. The American’s success in achieving independence during the American Revolution was not due to General Washington’s strategic skill but by numerous British blunders. The British mistakes during the Revolutionary war are: they never had an overall strategy; they failed to identify the Center of Gravity, shifting from offensive strategy to a defensive strategy and diverting the war to the Southern colonies. Overall strategy The British never had an overall strategy for winning the Revolutionary War. They acted vigilantly at points when authoritative and serious attacks could have undermined the Continental army. The British assumed that American rebellion would disintegrate when British troops lands on American shores. They believed that the Continental Army was amateurish and unable to fight a interminable war against an organized British military force. Not until after the Battle of Bunker did the British even begin to consider in terms of war rather than simply rebellion. Britain certainly not intended for a lengthy war and constantly expected for the one pivotal victory. The Continental Army was fighting a domestic war while the British had to ship their troops from across the Atlantic. Fighting against their own countrymen was also both a psychological and emotional handicap for the British soldiers. The British military regularly made mistakes, especially General Howe. His indolence to take action at the start of the war made it probable for General Washington and the Continental Army to survive. Occurrences of poor communication and collaboration between British commanders resulted in squandered occasions as well in Saratoga and Yorktown. The component of period unceasingly handicapped British maneuvers. Communications both across the Atlantic and within the colonies were dawdling and useless. Some commanders took matters into their own hands and followed strategies that they felt best suited their immediate goals. The indecision surrounding responses frequently led to unwarranted caution, unnecessary delays, or unforeseeable prospects in strategic situations, which eventually demonstrated to be costly. Because of the length of time it took for communications, field conditions continually changed. Failure to identify the Center of Gravity The Americans had no discernable central government and the British could not determine a truly decisive Center of the Gravity (COG). The COG is the hub of all power and movement, on which everything depends (Clausewitz, pp. 595-596). There was no COG that Britain could seize and end the war. There was no one that the British military could defeat that would quickly bring about the abandonment of the entire colonist opposition. Throughout the campaign, General Howe continued to allow the Continental Army to withdraw from the field without entirely destroying them. General Howe’s unwillingness to conduct a forceful pursuit and destroy General Washington’s Continental Army saved the Americans from a defeat that could have possibly ended the American Revolution. General Howe did not take into account that the Continental Army was the life of the rebellion and should have been considered as the COG. The British dissipated an opportunity to inflict a destructive defeat on the Continental army at the Battle of Bunker Hill in June 1775. Although they strained the insurgents from the elevated field, the British army missed their chance to deal the rebellion a possibly disastrous blow from the start. Another chance of destruction of the Continental Army came in August 1776. General Washington and the Continental Army had been routed in the Battle of Long Island and withdrew to the defenses of Brooklyn Heights, which left them confined between Hessian and British troops and the East River. General Washington was able to keep the revolution alive by maintaining the Continental Army in the field. Shifting from offensive strategy to a defensive strategy Without French assistance, it is uncertain that the American colonies could have been a match over Britain’s sizeable and well-equipped military. France clandestinely provided the American colonies with supplies and money, and upon formally declaring war on England in June 1778, also committed soldiers and naval fleets. With the French joining the naval war, Britain switched from an offensive strategy to a defensive strategy since their naval superiority is contested. Operations in America became secondary to defense of the British Isles and larger economic interests in the Caribbean. The ministry decided to defend and strike the French in West Indies, which was regarded as more valuable than the American colonies. The British militaries had to be dispersed in several theaters and spread so thin across the Atlantic and no longer concentrated on the colonies, which consequently lost the war in America (Middlekauff, p. 438). Britain’s failure to identify key locations to concentrate her Navy led to not able to secure their most strategically located territories and did not have enough military resources to continue the war in America. â€Å"With the defense thus concentrated, England’s great weapon, the Navy, should have been vigorously used on the offensive† (Mahan, p. 394). Diverting the war to the southern colonies During the initial years of the American Revolutionary War, the initial military battles were in the north. The British changed their strategy to focus on the southern colonies as the leadership felt that the south was home to many loyalists where they could enlist their support and assistance. England felt loyalists in the South were oppressed by the revolutionary government and would flock to them in support (Mahan, p. 516). Britain constantly pursued and hoped for Loyalist support but was never received. Moreover, Britain also definitely did not do what was needed to gain and sustain the Loyalists’ support because they inclined to disregard the help that the Loyalists contributed. In addition, the British Parliament assumed that loyalists would be a more intimidating force and play a more effective position in the war. The British was successful in most conventional battles fought in that region, but American generals in the south turned to irregular and hit-and-run combat that ultimately thwarted the British military. The British should have focused most of their forces on the Continental Army in the north instead of taking the south. Counter-Argument Some argue American independence might not have won without the leadership of General George Washington. He was honest, brave, and sure that the America and its Continental Army can win. He certainly not gave up faith that he would reach that object. His first military victory resulted in the British evacuating Boston in March 1776. General Washington reevaluated the wisdom of the tactical defensive and thereafter avoided confrontations with large concentrations of enemy forces after unsuccessful defense of New York and next Philadelphia. General Washington came to realization that it was far more critical for him to maintain the army as an entity than it was to win any particular battle or campaign (Weigley, p.12). Instead of trying to defeat the British in one decisive action, General Washington instinctively realized that the revolution would survive as long as the Continental army survived. Washington had to remain not only on the strategic defensive, but frequently on the tactical defensive, as well. He correctly understood that, by keeping his army intact, he could keep the revolution alive. If he could maintain the war long enough, Britain would exhaust her resources and struggle across the Atlantic and independence would be gained. Although General Washington lacked major victories in the Revolutionary war, his noted two tactical successes, at Trenton and Princeton, were conducted against smaller concentrations of an enemy force. But, General Washington made a number of excellent decisions at crucial times throughout the conflict. Conclusion Britain had an enormous military advantage at the beginning of the American Revolution with vastly superior naval power and a professional military with far greater financial resources. The British fought a much weaker enemy yet failed to accomplish its military and political objectives. General Washington recognized that the Continental Army was the backbone of the revolution, the Center of Gravity, where the British failed to identify. Another reason was the assistance the Americans received from the French. The British military were remarkably unmatched and clearly the superior army, and had the French not provided aid, it seems unlikely that General Washington and the Continental Army could have defeated the British. They pulled together and were able to capitalize on the British’s blunders. Bibliography 1. Clausewitz, C. On War. Michael Howard and Peter Paret, eds. and trans. Princeton: Princeton University Press, 1989 2. Mahan, A. T. The Influence of Sea Power Upon History, 1660-1783. New York: Dover, 1987. 3. Middlekauff, R. The Glorious Cause: The American Revolution, 1763-1789. New York: Oxford University Press, 2005. 4. Weigley, R. F. The American Way of War: A History of United States Military Strategy and Policy. Bloomington: Indiana University Press, 1977.

Do i consider myself a leader or a manager?

It is said that a leader is â€Å"someone who people naturally follow according to their own choice, whereas a manager must be obeyed.   Leaders are people who do the right thing, and managers are people who do things right. Leaders are implored to do the right or moral or ethical thing to do, while managers, though not necessarily immoral or unethical in their actions and decisions, are more concerned with doing things in the right manner. In business sense, the right manner would be the most cost-efficient, effective, and also, most profitable. Hence, there is blurry boundary between managers and leaders. (The Difference Between Management And Leadership). How do I consider myself—a leader or a manager? I think I function well in both roles. To start off managers keep things moving, leaders are more visionary, looking at things differently† (Miller) Author Miller reinforces the first view that managers are more focused on doing things right; thereby saying that managers take care of the daily grind of the operations of the organization. Leaders, on the other hand, are far-sighted, in such that they are more of visionaries, always looking towards the far-off rainbow. They inspire people to recognize this rainbow as a beautiful and noble vision, worth working for as a result and a process. Using this rainbow symbol, the managers do see, appreciate and recognize the rainbow as a vision worth reaching, but afterwards they get down immediately to planning, goal-setting and the whole gamut of organizing and management to start things moving. Managers prioritize on how things are done, while leaders emphasize on what should be achieved in the long run. Meanwhile, Farr comments on how some business writers and consultants remark that â€Å"leaders as more creative and valuable to an organization than managers† (Farr, 1997). Some managers are perceived to be too inclined in focusing on managing daily organizational activities, and making sure things are being done correctly.   However, some managers overlook opportunities, threats and trends, or external factors that affect the organization. As for me, looking at all these, I can say that I have tested myself on both roles. I have the vision and foresight of a leader in initiating projects, and at the same time, I am able to look into the simplest office procedure and manage people and the daily flow of operations since I am also meticulous by nature. In the end, it is helpful to keep in mind from moment to moment that it is not so much the stressors I face as a leader or a manager but how I see them and what I do with them that determine how much they are in my control. If people can change the way they see, they can change the way they respond. It is not only the major turning points in our lives that require us to adapt. Every day, in functioning as a manager and a leader, I face a range of moderately important to trivial obstacles and occurrences which I have to deal, and which may turn into a much larger problem than they need to be if I lose my perspective and balance of mind. REFERENCES Farr, J. Leadership Vs. Management: Do You Know the Difference? Business Leader Online. 1997. Sep Retrieved Oct. 13, 2006 at Miller, P. What's The Difference Between Leaders and Managers? High Beam Research. Retrieved Oct. 13, 2006 The Difference Between Management And Leadership. University of Edinburgh: School of Engineering and Electronics. Retrieved Oct. 13, 2006 at: ;http://www.see.ed.ac.uk/~gerard/MENG/ME96/Documents/Intro/leader.html; ; ; ; ;

USS California (BB-44) during World War II

USS California (BB-44) during World War II Entering service in 1921, USS California (BB-44) served the US Navy for over a quarter century and saw combat operations during World War II (1939-1945). Dubbed The Prune Barge due to the large volume of the fruit exported by California in the early part of the 20th century, the battleship was the second vessel of the Tennessee-class and was severely damaged during the Japanese attack on Pearl Harbor on December 7, 1941. Raised from the harbors mud, it was repaired and heavily modernized. Rejoining the fleet in 1944, California took part in the Allies island-hopping campaign across the Pacific and played a central role in the Battle of the Surigao Strait. Though hit by a kamikaze in early 1945, the battleship was quickly repaired and returned to action that summer. Remaining in the Pacific through the end of the war, California later helped transport occupation troops to Japan. Design USS California  (BB-44) was the second ship of the  Tennessee-class of battleship.  The ninth  type of dreadnought battleship  (South Carolina, Delaware, Florida,  Wyoming,  New York,  Nevada,  Pennsylvania,  and  New Mexico) built for the US Navy, the  Tennessee-class was intended to be an enhanced variant  of the preceding  New Mexico-class.  The fourth class  to follow the Standard-type approach, which required ships to possess  similar operational and tactical attributes,  the  Tennessee-class was propelled  by  oil-fired boilers rather than  coal and employed an  Ã¢â‚¬Å"all or nothing† armor arrangement.   This armor scheme  called for critical  areas of the ship, such as magazines and engineering, to be heavily protected while less important spaces were left unarmored.  Also, Standard-type battleships were required to have  a  minimum top speed of 21 knots and a tactical turn radius of 700 yards or less. Designed after the  Battle of Jutland, the  Tennessee-class class was the first to utilize the  lessons learned in the engagement.  These included enhanced armor below the waterline as well as fire control systems for both the main and secondary batteries which were placed on top of two large cage masts.   As with the  New Mexico-class, the new ships carried twelve 14 guns in four triple turrets and fourteen 5 guns.  In an improvement over  its predecessors, the main battery on the  Tennessee-class could elevate its guns to 30 degrees which increased the weapons range by 10,000 yards.  Ordered on December 28, 1915, the new class comprised two ships: USS  Tennessee  (BB-43) and USS  California  (BB-44). Construction Laid down at the Mare Island  Naval Shipyard on October 25, 1916, construction of California advanced through the winter and following spring when the  US entered  World War I.  The last battleship built on the West Coast, it slid down the ways on  November 20,  1919, with Barbara Zane,  daughter of California  Governor William D. Stephens, serving as sponsor.  Completing construction,  California  entered commission on August 10, 1921,  with Captain Henry J.  Ziegemeier in command.  Ordered to join the Pacific Fleet, it immediately became this forces flagship. USS California (BB-44) shortly after completion in 1921. US Naval History and Heritage Command USS California (BB-44) - Overview Nation:  United StatesType:  BattleshipShipyard:  Mare Island Naval ShipyardLaid Down:  October 25, 1917Launched:  November 20, 1919Commissioned:  August 10, 1921Fate:  Sold for scrap Specifications (as built) Displacement:  32,300  tonsLength:  624.5 ft.Beam:  97.3  ft.Draft:  30.3  ft.Propulsion:  Turbo-electric transmission  turning 4 propellersSpeed:  21  knotsComplement:  1,083  men Armament (as built) 12  Ãƒâ€" 14 in. gun (4  Ãƒâ€" 3)14 Ãâ€" 5 in. guns2 Ãâ€" 21 in. torpedo tubes Interwar Years Over the next several years,  California  participated in a routine cycle of peacetime training, fleet maneuvers, and war games.  A high-performing ship, it won the Battle Efficiency Pennant in 1921 and 1922 as well as Gunnery E awards for 1925 and 1926.  In the former year,  California  led elements of the fleet on a goodwill cruise to Australia and New Zealand.  Returning to its usual operations in 1926, it underwent a brief modernization program in the winter of 1929/30 which saw enhancements to it anti-aircraft defenses and additional elevation added to its main battery.   Though largely operating out of San Pedro, CA during the 1930s,  California  transited the Panama Canal in 1939 to visit the  Worlds Fair in New York City.  Returning to the Pacific, the battleship took part in Fleet Problem XXI in April 1940 which simulated a defense of the Hawaiian Islands.  Due to increasing tensions with Japan, the fleet remained in Hawaiian waters after the exercise and shifted its base to Pearl Harbor.  That year also saw  California  selected as one of the first six ships to receive the new RCA CXAM radar system.  Ã‚  Ã‚   World War II Begins On December 7, 1941,  California  was moored at the southernmost berth on Pearl Harbors Battleship Row.  When the Japanese attacked that morning, the ship quickly sustained two torpedo hits which caused extensive flooding.  This was worsened by the fact that many watertight doors had been left open in preparation for an impending inspection.  The torpedoes were followed by a bomb hit which detonated an  anti-aircraft ammunition magazine.   A second bomb, which just missed, exploded and ruptured several hull plates near the bow.  With the flooding out of control,  California  slowly sunk over the next three days before settling upright in the mud with just its superstructure above the waves.  In the attack, 100 of the crew were killed and 62 wounded.  Two of Californias crew, Robert R. Scott and Thomas Reeves,  posthumously received the Medal of Honor for the actions during the attack. USS California (BB-44) after sinking on December 7, 1941. Naval History and Heritage Command Salvage work commenced a short time later and on March 25, 1942,  California  was re-floated and moved to dry dock for temporary repairs.  On June 7, it departed under its own power for Puget Sound Navy Yard where it would begin a major modernization program.  Entering the yard, this plan saw significant alterations to the ships superstructure, the trunking of the two funnels into one, improved watertight compartmentalization, expansion of the anti-aircraft defenses, alterations to the secondary armament, and a widening of the hull to increase stability and torpedo protection.  This last change pushed  California  past the beam limitations for the Panama Canal essentially limiting it to wartime service in the Pacific. Rejoining the Fight Departing Puget Sound on January 31, 1944,  California  conducted shakedown cruises  off San Pedro before steaming west to aid in the invasion of the Marianas.  That June, the battleship joined combat operations when it provided fire support during the Battle of Saipan.  On June 14, California sustained a hit from a shore battery which inflicted  minor damage and caused 10 casualties (1 killed, 9 wounded).  In July and August, the battleship aided in the landings on Guam and Tinian.  On August 24, California  arrived at Espiritu Santo for repairs after a minor collision with  Tennessee.  Completed, it then departed for Manus on September 17 to join forces massing for the invasion of the Philippines. USS California (BB-44), 1944. Naval History and Heritage Command Covering  the landings on Leyte between October 17 and 20,  California, part of Rear Admiral Jesse Oldendorfs 7th Fleet Support Force, then shifted south to the Surigao Strait.  On the night of October 25, Oldendorf inflicted a decisive defeat on Japanese forces at the Battle of Surigao Strait.  Part of the larger Battle of Leyte Gulf, the engagement saw several Pearl Harbor veterans exact revenge on the enemy.  Returning to action in early January 1945,  California  provided fire support for the Lingayen Gulf landings on Luzon.  Remaining offshore, it was struck by a kamikaze on January 6 which killed 44 and wounded 155.  Completing operations in the Philippines, the battleship then departed for repairs at Puget Sound. Final Actions In the yard from February through late spring,  California  rejoined the fleet on June 15 when it arrived off Okinawa.  Aiding troops ashore during the final days of the Battle of Okinawa, it then covered minesweeping operations in the East China Sea.  With the end of the war in August,  California  escorted occupation troops to Wakayama, Japan and remained in Japanese waters until mid-October.   Receiving orders to return to the United States, the battleship shaped a course through the Indian Ocean and around the Cape of Good Hope as it was too wide for the Panama Canal.  Touching at Singapore, Colombo, and Cape Town, it arrived at Philadelphia on December 7.  Moved into reserve on August 7, 1946,  California was decommissioned on February 14, 1947.  Retained for twelve years, it was then sold for scrap on March 1, 1959.

Free Essays on The Lark Above The Trenches

as â€Å"guns† and â€Å"hell†. The bleakness definitely comes through the poem, with haunting images such as â€Å"men gasping their lives away†. This desperate and chilling image is continued with the winter feeling â€Å"ice-cold†. Winter has negative connotations, especially when there is no escape for these men and they are stuck outside. This harsh reality is interrupted by the lark who boosts the morale of the men by its song raising their â€Å"wounded hope†, suggesting that life is reaffirmed and hope is renewed by the wonderful song. In this poem the elements of desolation and hope are finely bal... Free Essays on The Lark Above The Trenches Free Essays on The Lark Above The Trenches An appreciation of â€Å"The lark above the trenches† by Muriel Elsie Graham Many poems written in response to the events of the 1914-19 war are the products of direct experience of the processes of war – making weapons, nursing the wounded, the loss of brothers, sons or lovers in the trenches – by women in active service in the battle areas as well as by women involved in the war effort at home. The range of this poetry is wide. It is often experimental and in advance of the male poetic response. Muriel Graham has been inspired to write this poem by the newspaper cutting presented at the beginning of the poem. Immediately by reading this epigraph we already recognise the contrast of the beautiful song of the lark with the terrible situation that these soldiers are in. In each stanza, this poem expresses a profound and sombre uncertainty for the soldiers. However, the contrast is reiterated at the end of each stanza, with the reminder of the lark’s song, and we have a glimmer of hope. The opening of the poem is very grim and negative. The repetition of â€Å"all† emphasises the drudgery of these soldiers’ lives. Also adding to that emphasis is the continual regular rhyming pattern (ABCCAB) this definable sense of rhythm is furthered by the use of iambic pentameter, which often emphasises such negative words as â€Å"guns† and â€Å"hell†. The bleakness definitely comes through the poem, with haunting images such as â€Å"men gasping their lives away†. This desperate and chilling image is continued with the winter feeling â€Å"ice-cold†. Winter has negative connotations, especially when there is no escape for these men and they are stuck outside. This harsh reality is interrupted by the lark who boosts the morale of the men by its song raising their â€Å"wounded hope†, suggesting that life is reaffirmed and hope is renewed by the wonderful song. In this poem the elements of desolation and hope are finely bal...