Study of Post Acquisition Staff Retention within Business Dissertation

Study of Post Acquisition Staff Retention within Business Organisations - Dissertation Example The analyzed quantitative studies show that Kraft did not have some knowledge practices of staff retention after taking over Cadbury, which could enable it to retain some of the most skillful and knowledgeable staff. The study recommended the adoption of a knowledge retention framework to be embedded in the Kraft’s knowledge management policy. INTRODUCTION Staff retention is the process that ensures that employees are retained or kept within a company (Kearney, 2010). This happens particularly to employees who have needed or valued skills or experience in a critical/scarce field where recruitment is quite difficult. Staff retention stems from the process of employment (Batellan, &Van Essen, 2010). It also occurs in mergers and acquisitions (Bourantas, & Nicandrous, 2012). Post-acquisition and merging, like employment are an important process, which should receive sufficient and careful attention to ensure it realizes its goal. After two or more companies merge, strategies empl oyed to ensure staff of the associated companies are retained determines  the successful operation of the merged company (Bourantas, & Nicandrous, 2012). This means that the recruitment, placement, replacements, and selection processes play a crucial role in predetermining the effectiveness of the retention strategy of the companies involved. According to Bower (2013) for such companies to succeed in staff retention, their retention strategy should be linked positively to the practices and processes of selection, placement, recruitment, development, remuneration, training, and performance appraisal. Retaining knowledge is often the prime goal for many organization that decide to merge (Hambrick, & Cannella, 2011). Studies indicate that knowledge, and skill retention is the prime reason why most organization opt to retain staff. Knowledge is identified as a resource that is strategic in providing competitive organizations advantage (Capron, 2010). Even though organizations have ide ntified the knowledge value, few of them have started to manage the efficiency of knowledge effectively (Capron, 2010). The management of knowledge for the creation of value is still a concern of any management. Even though different organization’s operations like finance, marketing, supply chain or sales, are appropriately mastered, the effective management roadmaps of knowledge is still under investigation. Managing knowledgeable, and skilled employees has increasingly become the key challenge for most organizations (Mitchell, Capron, & Dussuage, 2012). According to Samuel and Chipunza (2011) retaining high performing employees is a challenge to many organizations because these employees who are high skilled frequently shift jobs to seek for attractive jobs. The management of knowledge includes the identification of knowledge, development, sharing, acquisition, utilization, retention, and distribution (Montgometry. & Collis, 2010). Generally, employee turnover has become a major area of research from both practical, and theoretical stand point. From the theoretical stand point, understanding key causes of turnover may not only provide an overview of where specific turnover problems for the retailers lies, but also from the theoretical perspective, understanding the fundamental causes of turnover can provide an overview as to how to control this growing problem and identify where a retailers specific turnover

The artistic relationship between Edgar Degas and Mary Cassatt Essay - 1

The artistic relationship between Edgar Degas and Mary Cassatt - Essay Example It was due to her burning passion for art that prompted her to persuade her father to allow her to go to Europe and start her painting career. It was during one of his visits to the salon that Degas saw a painting by Cassatt. Later when they met, he introduced her to the group of artists called The French Impressionists. From this point, an artistic as well as a personal relationship developed between the two artists. Various critics and observers as well as close friends point out that Cassatt’s work was an inspiration of Degas, while Degas relied on her for postures and critics1. To find out the relationship between the two artists, this paper will analyze some of the works by the two artists as well as critic’s thoughts and ideas about their relationship. At the start of her career in France, Cassatt greatly admired the works of Degas and several other artists from the impressionists group. She was mostly impressed by the modernity and the colorfulness of the picture . The freedom and independence in which the artists did their painting captivated her. When their relationship flourished, Degas helped her not only adopt the fresh colors that were central to the new impressionism, but also the light effects that created the picture of modernity paintings. Moreover, Degas’s use of Japanese woodcuts and etchings molded Cassatt to a great printmaker as she constantly borrowed the art from him, making her an equal innovator just like him. Although Degas was classified as an impressionist, he never adopted the color fleck characterized by the impressionists. Instead, he was a classical artist, who was inspected by the wars and their tombs, which he expressed through paintings. On her part, Cassatt’s work was a blend of modernity and classics, especially the manner in which she looked at things, passionately and with compassion2. The impressionists were a group of artists who used color and light to paint that saw the revolution of the mod ern form of painting among the people, a departure from the traditional way of painting. Initially, it was developed by artists from Paris who did not embrace the idea of following painting standards set by the government. They did not have to present their work to the salon in front of a judge who would determine whether they met the standards or not3. Mostly, they painted about modernity and the issues facing the society around them, without the usual allure of traditionalism in the paintings. Critics point out that before she met these artists, Cassatt was experiencing a hard time with her painting career as she used to express it openly. Two of her paintings had been rejected by the judge, which left her devastated and desperate. In what appeared to have been the revolution of her career was her meeting with Degas. She acknowledged that she felt alive when she made the discovery of the impressionists. The two artists were drawn closer by similar ideologies that they shared, espe cially their resentment for the salon and love for modern paintings. The sharing of a common artistic sensibilities and interests by the two artists propelled the growth and development of their working relationship that lasted for forty years. They both shared a similar background, as they all came from upper-class of the rich. Due to this, their works portrayed a form of resemblance and similarity in their thinking and settings. In addition to paintings of each other, some of which

Learning Lab Denmark Case Study Essay Example for Free

Learning Lab Denmark Case Study Essay Executive Summary The Shackleton’s Antarctic expedition, from 1914 to 1916, is a compelling story of leadership when disaster strikes again and again. In words of David Foster Wallace, Real leaders are people who help us overcome the limitations of our own individual laziness and selfishness and weakness and fear. Q1;- Has designing and leadership at Learning Lab Denmark been effective so far? Why/Why not? What about Organizational Culture? A1:- Organizational design is the pillar of any organization. It is the deliberate process of configuring structures, processes, reward systems, and people practices to create an effective organization capable of achieving the business strategy. It is ongoing process and simply a vehicle for accomplishing the strategic tasks of the business. A well-designed organization helps everyone in the business do his/her job effectively. A poorly-designed organization (or an organization by default) creates barriers and frustrations for people both inside and outside the organization. Organizational design affected by few key factors, which are: 1. Strategy 2. Environment 3. Technology 4. HR Learning Lab Denmark was the Research and Development Institute which was established by the help of Danish Ministry of Business and Industry, the Ministry of Research and the Ministry of Education and the Private sectors. Like every organization, in LLD, there was an Organizational design to perform its job smoothly. In that organization, there was a central unit which conducted all the the jobs like Management, Communication and Culture activities called Secretariat. It was an independent organization but affiliated with the Danish Pedagogical university (DPU). In LLD, there were two senior managers, one was managing director and other was a research director. Research director was responsible for research jobs which were going on in all Consortia. The MD was to report to the boards and to oversee the organizations daily operations. There were six consortia where in each  consortia, a Consortium Director was deputed and under which many employees were working on different projects. The Consortium were : Math and Science (MS) Neuroscience, Cognition and Learning (NCL) Play and Learning (PL) The Creative Alliance (TCA) Workplace Learning (WL) Tools for the Knowledge Based Organization (TKO) There was a dpartment under secretariat for sharing all the information and ensure an effective network of communication within LLD. It shared all the learnings between all Consortia and between Consortia and Secretariat. It also support to LLD by developing a consortiums website. Secretariat also focused on the organizational culture whether is was followed or not. In my view, the Organizational design and leadership both were not so effective due to that Organization failed to perform. If we consider the basic key factors of Organization design, we will find; 1. Startegy There was lack of strategy. What we have to do and what will be the tentative time frame of completion of job. There was lack of experienced employees so that they couldnt make proper strategy. 2. Environment There was no favourable work environment. Leaders were not able to communicate properly. Each consortia was doing his own way. There was ego issue between two different departments and both were avoiding each other instructions. 3. Technology This was the research institute so the first thing which was required, adequate knowledge, experienced expertise, upgraded technologies. There was lack of all these things which led to fail the organization. 4. Human Resources – The HR management was handled by DPU so there was big gap between the actual scenario inside the LLD and action taken by DPU. DPU was not involved directly and there was no perfect communication networking between LLD and DPU. There was big dissatisfaction in the employees of LLD. One of the reasons to fail the LLD was weak leadership. In the case study, it was clear that the role of top leaders was not effective. The CDs didn’t follow the instructions which were taken by senior leaders. There was big  ego issue between two departments. The CDs were doing their job in their own way. Organizational Culture – Organizational culture is the basic pillar of any organization. It decides the way to achieve the goal along with growth and great satisfaction of each and every employee. The culture depends on the few key factors which have been described below:- 1. Team Orientation – Degree to which work is organized around teams rather than individuals 2. People Orientation – Degree to which management decisions take into account the effects on people in the organization 3. Attention to detail – Degree to which employees are expected to exhibit precision, analysis and attention to detail 4. Stability – Degree to which organizational decisions and actions emphasize maintaining the status. 5. Aggressiveness – Degree to which employees are aggressive and competitive rather than cooperative. 6. Innovation Risk Taking – Degree to which employees are encouraged to be innovative and to take risks 7. Outcome Orientation – Degree to which manager’s focus on results or outcomes Since in LLD, there was no any structured Organizational design so there was also lack of culture. There was no strategy according to which all consortia could perform. The consortia leader was not interested to follow the instruction of his senior management. The above described all factors are required to develop an organizational culture but in LLD, no any factors were lays. Q2 :- What are the opportunities and challenges of designing and leading Learning Lab Denmark? A2:- If any system fails it means that faced many challenges which couldn’t be attended on the time. In the case of LLD, there were multiple challenges in designing and leading, which i have described below. 1. Establish the Hilton Experience – Hilton experience means that the administrative side of LLD sustains the research side with supportive attitude where helpful procedures and routines make it easier, not harder, for the researcher to do their job. But in actual condition, there was lots of confliction between consortia and secretariat. 2. Common Culture and Identity – MD and Research Director of LLD wanted to establish common culture and identity across all consortia but it was very tough since the project job of all consortia were different from each other, so the working  was also different. 3. Establish the communication networking across LLD – It was very big challenge to establish the proper communication among Secretariat and Consortia and also among all Consortia. They didn’t want any interruption in their working on the projects. 4. Financial Crisis – Since LLD was an organization which was funded by Danish Govt. as well as Private investors. At the initial time when LLD was being established, the global market was facing recessions. The terrorist attacks on Sep’11, 2001 further heightened pessimism. So, it became tough to collect the fund for the Organization. 5. Execution of LLD Research model – LLD has established a research model where the involvement of Stakeholders have been introduced directly with the researchers to give their inputs so that researchers can work in that direction and at the same time, Researchers can convince with their efforts to Stakeholders. But it was not established due to weak leadership of LLD top management. 6. Recruitment of Researchers – This was research institute so the employees should have high knowledge along with experienced, only then research could be done in within time frame. This type of researchers could be recruited only when selector s having high knowledge. Other thing was the new inexperienced employees who got the first job of life in LLD, could be performed as per expectation due to lack of job experience. This was the big challenge. 7. Work Environment – A healthy and familiar work environment is required to perform well in the organization. This environment can be achieved by taking care of employee. For that a strong HR management should be there but in the LLD, this was lacking point. 8. Decision Taking Authority – There should be the freedom to take decision regarding research to all consortia but this should be controlled by LLD top management. For this, a structural frame should be in the organization with proper strategy. This was not in the LLD. 9. Get Result – All stakeholders invest on the basis of performance of the organization. They want results for that they invest the money. In LLD, only research work remained ongoing but results didn’t deliver with full satisfaction and within time frame. It also remained challenge and reason for failure. 10. Confliction – This was the big issue in the LLD and the main reason of the confliction between the employees was Power, Authority and Hierarchical Status. The top management couldn’t able to resolve this confliction. There are so many opportunities where LLD management should focus and could be improved. Few points have been described below. 1. Organizational Design – There should be proper structured team in LLD by considering few factors like; Strategy, Technology, Environment and Human Resource. This team should perform effectively. 2. Communication Networking – Communication networking to be strengthen and for communication, there should be a proper channel which should not be bypassed in any case. Communication should be monitored by senior management effectively. What to be shared with stakeholders, what to be requested to investors, what to be ordered to researchers; these all things should be monitored properly. 3. Recruitment – Since the core business of this organization was research so the employee recruitment should be on the basis of real merit and experience. 4. Training – If employees having less job-experienced then there should be a training cell where the researchers can be developed by training. 5. Feedback System – There should be proper feedback system for the ongoing projects status and it should be monitored on regular basis. 6. Fund Arrangement – There should be proper team for fund collection. Team has ability to convince the investors. They should make other strategy to draw the attention of investors. 7. Execution of LLD Research Model – The research model established by LLD was very good but it was not executed due to having much confliction between the top management of LLD and Consortia leaders. So, it should be role of top leaders that the good model should be executed effectively. 8. Resolves Confliction – There was too much confliction on the thoughts among the LLD and it created tension. The tension was created due to Power, Authority, Hierarchical Status and this was continued due to unwillingness of senior management. The senior leader should take their responsibilities and perform effectively. Q3:- Identify tensions, problems, issues, paradoxes, characteristics and dilemmas that make organizational design and leadership ongoing challenges in new ventures such as LLD. What is distinctive about LLD’s design? A3:- In LLD, there was tension between the Broker team (Communicator) and the Consortium Director and its related to whether the broker team is a â€Å"Service Team† that executes orders/requests issued by the CDs or a â€Å"Techno  Structure† that can issue orders/requests to the CDs. The tension was related to three main issues; Power, Authority and Hierarchical Status. The problem was that the more the broker team acts as if it is a technocratic structure, the more CDs resist. The paradox underlined the organization-wide tension between Standardization and Variability. The communicator team emphasized on stability and standardization as it represented secretariat of LLD where as the CDs fostered variability because they resisted the brokerâ€⠄¢s initiatives. â€Å"They accepted, the brokers are right when they say that no procedure includes all local conditions but we are also resisting because the procedures minimize our autonomy†. The consortia people also resisted to follow the standardization procedures due to which the secretariat was facing big challenge to deliver on the idea of being a Hilton experience. They were frustrated with LLD’s organizational bureaucracy, which they believed was constraining their efforts unnecessarily. Another problem was in the relationship between LLD and DPU. LLD’s managers and employees knew they belonged to DPU as an independent unit, but never viewed their organization as a part of DPU. Even though all LLD’s budget including salaries was paid through DPU’s administration, LLD’s administrators feared that if they used this bureaucracy, LLD would become like DPU means very slow, dusty and inefficient. According to LLD’s personnel, they were facing some human resource problem. They said that their salaries were not released on time by DPU. There was some management issue, due to which two Chief Financial Officers had resigned within 18 months and the reason shared was the perceived difficulty of serving as the interface between the two organizations. The LLD’s Organizational design was different in the case that only two senior managements were involved and MD was to oversee the organizational daily operations. There was confliction in the team due to having issues like Power, Authority and Hierarchical Status. The employees didn’t view their organization as a part of DPU whereas LLD was administratively governed by DPU. It showed there was no effective leadership. Q4:- As a leader, how do you prepare for and manage the difficulties and challenges identified in questions 2 and 3? Consider actions, strategies and techniques that you might want to take/use. Be specific and illustrate with examples? A4:- In this case study, i have found many difficulties and challenges and Being a leader, here i am explaining my remedial action to resolve those challenges. 1. Organizational Design – I would like to frame a design where responsibilities of everyone would be described and everyone will have to perform according to that. I would like to make a team on the basis of Strategy, Environment, Technology and Human Resource. I would introduce every consortia, a leader under whom a technical and managerial employee will work. Managerial employee will look after the basic needs of all involved researchers. And Technical employee will take reports on daily basis from the researchers and talk about their demands for doing project smoothly. Both will report to Consortia head. Consortia head will power to take decision for his consortia work and decide the time frame with responsibilities. Now in Secretariat, similarly, one top leader will be under whom a research director, a finance head , a HR head will work. Research Director will take report from all Consortia head. Finance head will manage all funding for LLD and head a cell which will work for fund collection by involving investors. HR head will look after all the basic needs of all employees across LLD. The head of Secretariat will take report from all three heads and take appropriate actions for the organization. He will shared the key points with DPU, Danish Govt. And Stakeholders. The all consortia head will be liable to follow the instructions given by all three heads, whom he will report and discuss the issue. 2. Communication Networking – Communication networking will be affected by leadership quality. If the above design will work effectively, the communication will remain strong. 3. Recruitment and Training – The HR will be responsible for recruitment and there will be selector team in which a technical and managerial employee will be involved for selection of researchers. In the selection, they will have to giv e priority to those who have much job experience and having higher degree of knowledge. Few researchers can be selected who have no much job experience but for those, there would be manage a training program on regular interval to increase their skills. 4. Financial Establishment – The finance dept will be responsible for the  funding arrangement. They will make different teams in which one will be in touch with every consortia and review their financial demands like equipments for experiment and other basic requirements, one will be responsible to review current cash situation and their expenditure plan, keep previous expenditure report, one will be responsible to involve investors, stakeholders by convincing with the performance of the organization, make some investment schemes., one will be responsible to review current market condition, take care of investors who has become partner in the organization. 5. Get Result – The organization is â€Å"Research and Development Institute†, so it’s growth will depend on the completion of projects within time frame. For this, every consortia head will be responsible for completion of all projects within time frame and share the way forward plan, if any projects doesn’t complete in within time frame. To involve the investors, everyone will keep honesty in his work. For this, HR team will responsible to arrange the meeting between investors and respective consortia at regular time of interval along with research head, so that every investors can remain updated with the ongoing research. 6. Confliction – This is the big challenge for any organization. This can only be resolved by the effective organizational design. It is the responsibility of the top leader to define the responsibility along with power and level of freedom to take decision on any topic. According to me, i will define the decision taking authority with the power and Hierarchical status. The HR department will be responsible whether the things are being followed or not. Whatever decision is taken by higher management, it should be followed by every employee. 7. Organizational Culture Organizational culture is the basic pillar of any organization. It decides the way to achieve the goal along with growth and great satisfaction of each and every employee. The culture depends on the few key factors which are, Team Orientation, People Orientation, Stability, Aggressiveness, Innovation Risk Taking, Outcome Orientation. In my leadership, i will assure the organizational key factors are being followed or not. Q5:- What should Vaaland and Jensen do? A5:- Being Managing Director, Marianne Stang Vaaland had much power to handle  the all obstacles. There are two types of obstacles; one can be controlled by your efforts since the reason of the obstacle remains known but another type of obstacle comes due to external agencies which is not in your hand and take much time to control that, like recession, market condition, investors demand etc. Vaaland should form an effective organizational design along with responsibility. He should take action if there is any deviation. Similarly being Research Director, Hans Siggaard Jensen should define the working responsibility of all researchers along with tentative time frame. He should take honest feedback from each consortia on regular basis and suggest if he founds any deviation. At first, Vaaland should resolve all the confliction by distribute the Power and Authority on Hierarchical base so that a healthy work environment can be developed. Both should have assured that researchers which are being selected will give benefit to the organization. It means selection process should be effective. If any researcher is selected who has less experience but having capability to learn and grow, for such type of researchers, there should be training cell. Both should have reviewed the market scenario and investors demand and according to that they should establish the working model. They should develop such type of organizational culture where whatever decision has been taken by both of them that should be followed by their sub-ordinates. Before establish any working model, both should discuss with their sub-ordinates. Both should make a strategy to collect the fund by providing different type of schemes for their investors. They should make a cell that looks after only the fund collection job. Both should have assured the project completion time frame so that investors can faith on the organization. It gives a positive message in the market and it helps to attract the investors. Both should have established the proper networking for communication and taking feedback. No one should have confliction on this. Both should have enforced to establish the Hilton Experience effectively between Secretariat and all Consortia. Q6:- What lessons can you draw from LLD? What LLD a success? A6:- The case study â€Å"Organizing From Scratch: Learning Lab Denmark Experience† is really having great lesson for all the leaders. In my  opinion, LLD was a big failure due to weak leadership and having no any strategic plan to run the organization for long time, achieve the targets, lack of organizational culture, inexperienced work force and weak financial condition. Here I am sharing the key points which I have learned from the case study to run any organization effectively:- Importance of effective and structured Organizational Design.

The poems Valentine and In Mrs. Tilchers Class both experience :: English Literature

The poems' Valentine and In Mrs. Tilchers' Class both experience dramatic change throughout the course of their poems. They are both very similar in their structure because they both start off in a very positive way. For example the poem "Valentine" uses the words 'Red rose' and 'satin heart' in the first line, which also is the first stanza. Like this, in the poem "In Mrs. Tilchers' Class" the word 'laugh' is used in the first stanza. From this we can see that both poems are conforming to normal standard, by starting off very positively. In "Valentine" Carol Ann Duffy starts off the poem by describing the state of the relationship and uses the words 'like the careful undressing of love' to create a simile of sexual nature. As the poem progresses, we find out that Carol Ann Duffy is, in fact, ending the relationship with the person concerned. She uses phrases like 'possessive' and 'lethal', which certainly does not conform to most Valentine poems of today. Unlike the beginning of the poem where she uses a lot of very "loving" words like 'truthful' and 'lover', towards the end she talks about how the scent of the onion will 'cling to your knife'. The word 'knife' is the keyword in this line, and Carol Ann Duffy has purposely chosen it because it is not usually linked with Valentine poems. The word is a strong contrast towards the beginning of the poem. We can link the word 'knife' as the last word in the poem, to the last word in the first line which is 'heart'. We can now more clearly see the contrast Duffy is trying to make. The whole poem "Valentine" is an extended metaphor concerning the onion. Duffy uses the onion to describe the relationship. From words like 'undressing', 'fierce kiss' to 'tears' and 'grief' she chooses her language so that you can identify and relate to what she is writing. The poem is not only easy to relate to because of its language but also because it is written based on real life. Duffy wrote the poem for a lover, so this also makes it easier to understand. Carol Ann Duffy makes the change in "Valentine" between the fifth and the sixth stanza. The first three stanzas of the poem focus on the content of the relationship and we see the contentment of it. However there is a change. The sixth and seventh stanzas describe an event and its consequences. The reader can see that when Carol Ann Duffy says ' I give you an onion. Its fierce kiss will stay on your The poems' Valentine and In Mrs. Tilchers' Class both experience :: English Literature The poems' Valentine and In Mrs. Tilchers' Class both experience dramatic change throughout the course of their poems. They are both very similar in their structure because they both start off in a very positive way. For example the poem "Valentine" uses the words 'Red rose' and 'satin heart' in the first line, which also is the first stanza. Like this, in the poem "In Mrs. Tilchers' Class" the word 'laugh' is used in the first stanza. From this we can see that both poems are conforming to normal standard, by starting off very positively. In "Valentine" Carol Ann Duffy starts off the poem by describing the state of the relationship and uses the words 'like the careful undressing of love' to create a simile of sexual nature. As the poem progresses, we find out that Carol Ann Duffy is, in fact, ending the relationship with the person concerned. She uses phrases like 'possessive' and 'lethal', which certainly does not conform to most Valentine poems of today. Unlike the beginning of the poem where she uses a lot of very "loving" words like 'truthful' and 'lover', towards the end she talks about how the scent of the onion will 'cling to your knife'. The word 'knife' is the keyword in this line, and Carol Ann Duffy has purposely chosen it because it is not usually linked with Valentine poems. The word is a strong contrast towards the beginning of the poem. We can link the word 'knife' as the last word in the poem, to the last word in the first line which is 'heart'. We can now more clearly see the contrast Duffy is trying to make. The whole poem "Valentine" is an extended metaphor concerning the onion. Duffy uses the onion to describe the relationship. From words like 'undressing', 'fierce kiss' to 'tears' and 'grief' she chooses her language so that you can identify and relate to what she is writing. The poem is not only easy to relate to because of its language but also because it is written based on real life. Duffy wrote the poem for a lover, so this also makes it easier to understand. Carol Ann Duffy makes the change in "Valentine" between the fifth and the sixth stanza. The first three stanzas of the poem focus on the content of the relationship and we see the contentment of it. However there is a change. The sixth and seventh stanzas describe an event and its consequences. The reader can see that when Carol Ann Duffy says ' I give you an onion. Its fierce kiss will stay on your

A passionate and powerful poet Essay

Sheenagh Pugh is for me, a passionate and powerful poet; the majority of her poetry has contained the themes of the earth and how it will be ruined if we are not careful. Even within her children’s poetry, these themes are prominent. The other major theme within the poetry of Sheenagh Pugh is ‘the bible’ this theme is quite often in association with divine love for earth. She deals with this in a startlingly refreshing and compassionate way, often with the sense of melancholy but never with depression. Sheenagh Pugh refers in the title of ‘The craft I left in was called Esau’  that the pilots name is Esau and she is suggesting that mankind has made a bad bargain like Esau did in the bible. The settings of the poems are different from each other; ‘The craft I left in was called Esau’ is set in an spacecraft while ‘Do you think We’ll ever get to see Earth again, Sir?’ is set in a classroom on a different planet evoking memories of home.  In ‘Do you think we’ll ever see earth again, sir?’ the setting is in a classroom and the teacher referring about earth. Sheenagh Pugh has set this poem in another world and in a class because she wants to show how it would make us think of home. She is uprooted from her culture or roots and she speaks ‘I can’t fancy a tour through the ruins of my home’ which suggests that she has no intentions of seeing her old traditions and earth. The theme of Sheenagh Pugh poems are to present us with a sad view of the future and a grim warning of what could be. In the craft I left in was called Esau Sheenagh Pugh mentions ‘People joked nervously; just like a plane flight’ this suggests that people are joking to make themselves feel better to forget the true purpose of this trip, to forget that they’ll never return.  Ã¢â‚¬ËœI would have you ten years before the flood:’ this image gives the picture of how extreme his eternal love is and to what extent it goes. This effect of this is dramatic to the reader and builds up tension. The language of the poem becomes more positive as it progresses. The first stanza up to line ten, with its image of a woman in a trip ready to leave and never to return. The questions in the second section of the poem suggest progress towards understanding and the exclamations in the final section give the impression of sadness and remorse. In the second part she mentions ‘No bother, no big deal. I can’t recall feeling sad, not then’ which suggests the mood that the person is in a sad mood. The poet says that she cannot remember being sad at that moment in time but in line 12 ‘not then’ she indicates she did feel sad at some point. We don’t exactly when, but at some stage, she felt remorse and sad. In do you think we’ll ever see earth again, sir? Sheenagh Pugh has been critical of Earth. The ‘but’ in line 11 signals a change in direction. The speaker changes his/her approach completely and becomes optimistic. Sheenagh Pugh uses alliteration ‘should see something’ to describe some ‘beautiful thing’ like a ‘leaf’. This type of language gives a dramatic effect as we start to feel as we are ruining the earth and how we will remember it in the grim future. Towards the end of the craft I left in was called Esau, the passengers ‘looked back’ in line 20 as they struggle to look ahead. They are still looking back to what they’re leaving behind. She mentions that earth is ‘quite small really’ compared to the rest of the universe. The poet compares Earth to a ‘guesthouse’ and we are just passing time on it but Earth is our permanent home. This gives us a grim warning of what could happen if we are not to careful. In do you think we’ll ever get to see earth, sir? The speaker says at the end ‘Look at it with the inside of your head, look at it for later, look at it for ever, and look at it once for me’ which suggests that the speaker wished that he/she looked at these simple things the last time they saw them? The speaker regrets not savoring the little moments and this is what Sheenagh Pugh is trying to get over the message to us to look after the earth as we’ll not see it again once it has gone.  The language and structure of Sheenagh Pughs poems are to convey that we have to look after earth. She gets this message thought by using language as alliteration like in do you think line 11 ‘should see some’ and similes in the craft I left line 7 ‘people joked neverously; like a plane flight’ to show us what can happen in the near future.

Charles Manson Criminology Paper - 2966 Words

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