Inclusionary Practices in Science Classrooms Research Paper

Inclusionary Practices in Science Classrooms - Research Paper Example There they are given extra assistance and uncommon guidance in the study hall. Full consideration is one where there is no isolation among general and exceptional understudies, and they cooperate (Hub Pages). Richard Lange, is a skilled master, and he discusses his experience and about the worldwide talented projects. He discusses his visit to Taipei, Taiwan, where he saw that these understudies needed to take broad thorough arrangement tests so as to get them conceded in these schools. These schools have enormous spotlight on science and lab tests at an early age. At the point when comprehensive practices are developed in schools, the school scholastics must ensure that the instructors they enlist have an emphasis on crippled understudies past that they have on typical understudies. The manner in which guidelines are given is a significant factor, as it can fill in as strong establishment for comprehensive study hall (Dukes and Dukes) In any case, there are a great deal of difficulties that runs over in comprehensive homerooms. The instructor must be progressively comprehensive and recognize difficulties by giving reasonable exercises, thoughts and approaches (Inclusive Science). One deterrent which everybody runs over is the normal mentality of educators. It has been seen that the mentality of general understudy instructors is diverse towards the crippled understudies. Their concept of consideration and worthiness contrasts in regard to the two kinds. This in the long run prompts a making of ‘yours not mine’ kind of an unfriendly domain between both the understudies and the staff. A subsequent snag is that more often than not the pioneers can't perceive the requirements of the comprehensive study halls, and in this manner, because of this absence of help from the staff and heads, achievement is impossible (Green). Science has been considered as the most important subject to be educated to the debilitated understudies. For the most part broad understudy educators have preparing relating to showing understudies with handicaps. Extraordinary understudy instructors

Provinces of the Philippines and Spanish Influence Origin Essay

A move performed by beautiful youngâ ladies conveying scented fans and plays withâ young men with sticks and straw caps. Women moves their way to the core of the men they want using a fan. Cordillera Administrative Region (CAR) * BANOG TYPE: Cordillera Dance ORIGIN: Ifugao This move portrays trackers shielding their hen andâ chicks in Binaylan from an eager bird of prey. The trackers trap the bird of prey and slaughter it at long last. Cordillera Dance ORIGIN: Benguet This is a circle move, which is being performed to praise theâ arrival of successfulheadhunters. It is additionally prominently known as Bendian.  Lubuagan, Kalingga The homecoming of triumphant head trackers after aâ successful kayaw ofâ headhunting, done to retaliate for the demise or malice done to a relative or relative is commended with the playing of extraordinary gongs called gangsa. The minger or fruitful warriors are respected by their female family members withâ gift of plume of lawi,beads or bongon and beautiful g-string sâ called ba-ag. Triumph melodies are sung byâ the by the residents while the minger hit the dance floor with shut clench hands while the bodan or the fruitless individuals from the scouting bunch are downgraded toâ playing the gangsas. <p

Risk management and international finance Assignment

Hazard the board and global money - Assignment Example The principle points of interest of these strategies including change is that they permit singular guaging on the default chance conditions that an organization might be oppressed particularly as far as credit and full scale factors (Apel and Jansson, 1999; Pg. 381). The investigation will likewise be fundamental in deciding the portfolio credit danger of the chose organizations after some time. Moreover, the methodology and formulae to be applied will be crucial in evaluating the degree through which new accords might be applied to towards accomplishing expanded credit hazard affectability inside a negligible capital charge (Ganguin and Bilardello, 2005; Pg. 186). At last, the examination will be fundamental in looking at the present capital necessity of banks under the proposed Basel framework along these lines contrasting the basic arrangement and the reasonableness or appropriateness of the equivalent to the Marylebone Bank. Banks are normally essential in driving economy particularly because of their sparing jobs just as giving capital and credit offices. Regardless, other than government guideline and oversight, the store capitals as a rule require a cutoff dangers for the contributors. These constrained dangers will guarantee that methodical and bankruptcy dangers are diminished. Furthermore, these guidelines and measures are essential in giving limitations on the working and activity of banks (Morris and Morris, 2005; Pg. 79). Consequently, their fundamental perspectives are to control superfluous capital prerequisites by controlling credit arrangement on unnecessary circumstance or loan bosses. In addition, similar guidelines and arrangements control the degree of capital where lacking capitals are disheartened since they may lead the bank into unwanted precise hazard levels. The Basel Capital accord was received in the year 1988 since which in had a global system and acknowledgment that applies until today. A gathering of national banks among other national administrative specialists started the understanding.

Fiasco Report - WorldCom - Free Essay Example

Fiasco Report WorldCom The team members do not have any relationship with WorldCom Overview of WorldCom (WC) WC started its journey as a small company known as Long Distance Discount Services (à ¢Ã¢â€š ¬Ã…“LDDSà ¢Ã¢â€š ¬Ã‚ ) in 1983, based in Clinton, Mississippi. In 1985 LDDS selected Bernard Ebbers, one of the major investors of the company, to be its CEO. The company went public as a corporation in 1989 after merging with Advantage Companies Inc. The company name was changed to LDDS WorldCom in 1995 and MCI WorldCom in 1998. During the 1990s, the firm acquired a number of telecommunications firms that helped it to grow from $154 million in 1990 to $39.2 billion in 2001, placing it 42nd among Fortune 500 companies[i]. Significant acquisitions included the 1998 takeover of MCI, which made it the second largest U.S. long distance carrier, and the purchases of UUNet, CompuServe, and America Onlineà ¢Ã¢â€š ¬Ã¢â€ž ¢s data network, which put WC among the leading operators of Internet infrastructure. In 2001 the company had an employee base of 85,000 workers with a presence in more than 70 countries. From the outside, WC appeared to be a strong leader of growth. In reality, the appearance was nothing more than a perception. On June 25, 2002, the company revealed that it had been involved in fraudulent reporting of its numbers by stating a $3 billion profit when in fact it was a half-a-billion dollar loss. After an investigation w as conducted, a total of $11 billion in misstatements was revealed[ii]. As a result investors in WC have suffered major losses: the market value of the companyà ¢Ã¢â€š ¬Ã¢â€ž ¢s common stock plunged from about $150 billion in January 2000 to less than $150 million as of July 1, 2002[iii]. WorldComà ¢Ã¢â€š ¬Ã¢â€ž ¢s Product Market Focus Initially, it was a provider of long distance phone services to businesses and residents. Later the company diversified its business to internet service and solution, Data and IP Services, IT Solutions and Hosting, Networks management, Premises Equipment (PE), Security, Voice, VoIP, and Wireless network to reach a customer base of 20 million. However, increase in the number of services and the products are mainly attributed to the new acquisitions and mergers with new companies. During the pick of the business, WC provided mission-critical communications services for thousands of businesses around the world, owned and operated a global IP (In ternet Protocol) backbone that provided connectivity in more than 2,600 cities and in more than 100 countries. In 2001 it carried a significant amount of the worlds Internet traffic, specifically 50% of total worldwide e-mails and 50% of US Internet traffic. It also owned and operated 75 data centers on five different continents. Merger and Strategy was the key for WorldCom growth strategy Throughout its journey since the inception WC choose merger and acquisition strategy for its growth. The company evolved into the second largest long distance telephone company in the United States and one of the largest companies handling worldwide Internet data traffic through the successful completion of 65 acquisitions. [iv] Between 1991 and 1997, WC spent almost $60 billion in the acquisition of many of these companies and accumulated $41 billion in debt[v]. Two of these acquisitions were particularly significant. The MFS Communications acquisition enabled WC to obtain UUNet, a major su pplier of Internet services to business, and MCI Communications, thus providing them one of the largest providers of business and consumer telephone service. By 1997, WCs stock price grew from pennies per share to over $60 a share[vi]. During those days of the internet boom, WCà ¢Ã¢â€š ¬Ã¢â€ž ¢s strategy seemed to be perfect to everyone and investment banks, analysts and brokers recommended WC as a strong buyà ¢Ã¢â€š ¬Ã‚  to investors. The analystsà ¢Ã¢â€š ¬Ã¢â€ž ¢ recommendations, coupled with the continued rise of the stock market, made WC a very demanding and desirable stock to the investors. The top management explored this advantage (high stock price) to use WC stock as the vehicle to continue to purchase additional companies. The acquisition of MFS Communications and MCI Communications were, perhaps, the most significant in the long list of WC acquisitions. With the acquisition of MFS Communications and its UUNet unit, WC suddenly had an investment story to offer about the value of combining long distance, local service and data communications.[vii] In late 1997, WCà ¢Ã¢â€š ¬Ã¢â€ž ¢s offer of $35 billion for the acquisition of MCI was 1.8 times more than the nearest offer made by British Telecommunications Corporation ($19 billion). MCI took WCs deal making WC a truly significant global telecommunications company[viii]. Issues affecting WordComà ¢Ã¢â€š ¬Ã¢â€ž ¢s Growth Strategy WC growth strategy was solely focused on mergers and acquisitions, not product development, innovation and customer satisfaction. It engaged in nearly 70 merger and acquisition deals in less than five years but did not focus on integrating organizational culture, structure and appropriate management control mechanisms. As a result, it was observed that by the early 2000s, the revenue of the company was diminishing. Furthermore, it was facing an emerging problem in 1990s of oversupply in telecommunications as the industry rushed to build fibre optic networks and o ther infrastructure based on overly optimistic Internet growth projections. WC and other telecommunications firms had experienced reduced demand as the internet boom ended and the economy entered recession. Their revenues had fallen short of expectations, while debt taken on to finance mergers and infrastructure investment remained. In this circumstance, the desire to conceal the bad news on company earning from the stock market investors created a powerful incentive for the top management to engage in fraudulent accounting reporting[ix]. The Management Controls Failure Fraud began at WCà ¢Ã¢â€š ¬Ã¢â€ž ¢s corporate headquarters, in the late 1990à ¢Ã¢â€š ¬Ã¢â€ž ¢s[x]. Several employees were involved, including: Bernard Ebbers CEO, Scott Sullivan CFO, David Myers à ¢Ã¢â€š ¬Ã¢â‚¬Å" Senior VP Controller, Buford Yates, Director of General Accounting, Betty Vinson à ¢Ã¢â€š ¬Ã¢â‚¬Å" employee under Yates, and Troy Normand à ¢Ã¢â€š ¬Ã¢â‚¬Å" employee under Yates[xi]. WC paid various fees to use or lease facilities belonging to third parties. Normally, these fees were reported as an expense on the income statement, which were filed with the other financial statements on a quarterly and annual basis. The financial statements also included commentary and guidance from WCà ¢Ã¢â€š ¬Ã¢â€ž ¢s senior management regarding future earnings. Typically this guidance pointed toward continued positive growth in earnings. In July 2000, WCà ¢Ã¢â€š ¬Ã¢â€ž ¢s expenses as a percentage of total revenue had begun to increase above historic averages[xii]. The fees paid for leasing were the primary drivers of this increase. This resulted in a decline in the rate of growth of WCà ¢Ã¢â€š ¬Ã¢â€ž ¢s earnings. The risk of missing investor analystsà ¢Ã¢â€š ¬Ã¢â€ž ¢ forecasts had increased, and with that the possibility of stock declines also increased. By October 2000, Sullivan believed that expenses as a percentage of revenue were too high to meet analystsà ¢Ã¢â€š ¬Ã¢â€ž ¢ exp ectations, and that expenses were higher than previous guidance statements suggested they would be[xiii]. With Ebberà ¢Ã¢â€š ¬Ã¢â€ž ¢s approval, Sullivan instructed Myers, and those working under him to make entries in WCà ¢Ã¢â€š ¬Ã¢â€ž ¢s general ledger that credited (and therefore reduced) expenses, and debited reserve and capital accounts (increasing these accounts)[xiv]. This series of transactions had the effect of increasing net income. This activity continued until June 2002[xv]. During this time, WC did not disclose these transactions to their external auditing firm, Arthur Anderson. The transactions were also not reported in SEC filings[xvi]. The fraud committed at WC was uncovered by a team of internal auditors in 2002[xvii]. The discovery was brought forward to the internal audit committee and board of directors. Once the board knew, several executives at WC were either fired by the board, or resigned, and the SEC began their investigation. Research Plan Outline To efficiently and effectively conduct our research on WCà ¢Ã¢â€š ¬Ã¢â€ž ¢s corporate scandal, we split the research into two areas: The WCà ¢Ã¢â€š ¬Ã¢â€ž ¢s fiasco itself, and an academic understanding of the control systems in place (and the ones that were missing). The first stage of the research component involves becoming familiar with the WC scandal from archives of reputable newspapers and business magazines. Secondly, we will examine the allegations brought upon WC by the SEC. We will also seek peer-reviewed academic journals for more details and insights into the incident allowing us to conduct an analysis of the role management controls played in the fiasco. In order to best understand WCà ¢Ã¢â€š ¬Ã¢â€ž ¢s corporate scandal, we have to be familiar with well-known frameworks to analyze fraud, corporate governance, managerial controls, and compliance. As the purpose of this research is to seek for academic standard or frameworks in the above mentioned areas, we sh ould rely on information or publications from regulators, or generally accepted principals, such as US-GAAP. We may obtain information from academic, peer- reviewed journals. This research will be conducted concurrently with the studying of the WC fiasco as it does not require any sequence and therefore, can be conducted independently. End Notes [i] Lyke, Bob Jickling, Mark, WorldCom: The Accounting Scandal CRS Report for Congress,P-2, Updated August 29,2002 [ii] Ashraf, Javiriyah, The accounting fraud at WorldCom: The causes, the Characteristics, the consequences, and the lessons learned [iii] Ibid,p-2 [iv] Eichenwald, Kurt (2002). For WorldCom, Acquisitions Were Behind its Rise and Fall, New York Times (August 8), A-1 [v] Romero, Simon, Atlas, Rava D. (2002). WorldComs Collapse: The Overview. New York Times (July 22), A-1 [vi] Browning, E. S. (1997). Is the Praise for WorldCom Too Much? Wall Street Journal (October 8), p. C-24. [vii] Eichenwald, Op. cit., p. A-3 [viii] Ibid [ix] Lyke, Op Cit. P-2 [x] à ¢Ã¢â€š ¬Ã…“MCI Inc.à ¢Ã¢â€š ¬Ã‚  Wikipedia, The Free Encyclopedia. Wikimedia Foundation, Inc. 10 January 2014. Web. 2 February 2014. à ¢Ã¢â€š ¬Ã‹Å"https://en.wikipedia.org/wiki/MCI_Inc.à ¢Ã¢â€š ¬Ã‚  [xi] à ¢Ã¢â€š ¬Ã…“Sullivanà ¢Ã¢â€š ¬Ã‚  United States Department of Justice, Office of Public Affairs. 2 March 2004. Web. 2 February 2014. https://www.justice.gov/opa/sullivan.pdf [xii] à ¢Ã¢â€š ¬Ã…“WorldCom Scandal: A Look Back at One of the Biggest Corporate Scandals in U.S. Historyà ¢Ã¢â€š ¬Ã‚  Yahoo Voices. Yahoo Incorporated. 8 March 2007. Web. 2 February 2014. https://voices.yahoo.com/worldcom-scandal-look-back-one-biggest-225686.html [xiii] à ¢Ã¢â€š ¬Ã…“Sullivanà ¢Ã¢â€š ¬Ã‚  United States Department of Justice, Office of Public Affairs. 2 March 2004. Web. 2 February 2014. https://www.justice.gov/opa/sullivan.pdf [xiv] à ¢Ã¢â€š ¬Ã…“Worldcomà ¢Ã¢â€š ¬Ã¢â€ž ¢s ex-boss gets 25 yearsà ¢Ã¢â€š ¬Ã‚  BBC News. 13 July 2005. Web. 2 February 2014. https://news.bbc.co.uk/2/hi/business/4680221.stm [xv] à ¢Ã¢â€š ¬Ã…“Prepared Remarks of Attorney General John Ashcroftà ¢Ã¢â€š ¬Ã‚  Attorney Generalà ¢Ã¢â€š ¬Ã¢â€ž ¢s Office 2 March 2004. Web. 2 February 2014. https://www.justice.gov/archive/ag/speeches/2004/030204agweb.htm [xvi] à ¢Ã¢â€š ¬Ã…“Sullivanà ¢Ã¢â€š ¬Ã‚  United States Department of Justice, Office of Public Affairs. 2 March 2004. Web. 2 February 2014. https://www.justice.gov/opa/sullivan.pdf [xvii] à ¢Ã¢â€š ¬Ã…“MCI Inc.à ¢Ã¢â€š ¬Ã‚  Wikipedia, The Free Encyclopedia. Wikimedia Foundation, Inc. 10 January 2014. Web. 2 February 2014. à ¢Ã¢â€š ¬Ã‹Å"https://en.wikipedia.org/wiki/MCI_Inc.à ¢Ã¢â€š ¬Ã‚ 

The First 30 Days of the George W. Bush Presidency

Setting priorities for his first term in 1933 was easy for President Franklin D. Roosevelt. He had to save America from economic ruin. He had to at least begin to pull us out of our Great Depression. He did it, and he did it during what has now become known as his First Hundred Days† in office. On his first day in office, March 4, 1933, FDR called Congress into a special session. He then proceeded to drive a series of bills through the legislative process that reformed the U.S. banking industry, saved American agriculture and allowed for industrial recovery. At the same time, FDR wielded the executive order in creating the Civilian Conservation Corps, the Public Works Administration, and the Tennessee Valley Authority. These projects put tens of thousands of Americans back to work building dams, bridges, highways and much needed public utility systems. By the time Congress adjourned the special session on June 16, 1933, Roosevelts agenda, the New Deal, was in place. America, though still staggering, was off the mat and back in the fight. Indeed, the successes of Roosevelt’s First 100 Days gave credence to the so-called â€Å"stewardship theory† of the presidency, which contends that the President of the United States has the right, if not the duty, to do whatever best addresses the needs of the American people, within the limits of the Constitution and the law. Not all of the New Deal worked and it took World War II to finally solidify the nations economy. Yet, to this day, Americans still grade the initial performance of all new presidents against Franklin D. Roosevelts First Hundred Days. During their first hundred days, all new Presidents of the United States try to harness the carryover energy of a successful campaign by at least starting to implement the main programs and promises coming from the primaries and debates. The So-Called Honeymoon Period During some part of their first hundred days, Congress,  the press, and some of the American people generally allow new presidents a honeymoon period, during which public criticism is held to a minimum. It is during this totally unofficial and typically fleeting grace period that new presidents often try to get bills through Congress that might face more opposition later in the term. The First Thirty-or-so of the First Hundred Days of George W. Bush Following his inauguration on January 20, 2001, President George W. Bush spent the first one-third of his First 100 Days by: Getting himself and his successors  a raise in presidential salary -- to $400,000 a year -- as approved by Congress in the closing days of its last session;Reinstating  the Mexico City policy denying US aid to countries that advocate abortion as a method of family planning;Introducing  a $1.6 trillion tax cutting program to Congress;Launching  a Faith-Based Initiative to help local charitable groups;Launching  a New Freedom Initiative to help disabled Americans;Filling out  his Cabinet including the controversial appointment of John Ashcroft as Attorney General;Welcoming a pistol firing visitor to the White House;Launching renewed air strikes against expanding Iraqi air defense systems.Taking  on big labor unions in government contracting; andFinding  out that an FBI agent may have spent years spying for Russia. So, while there were no depression-busting New Deals or industry-saving reforms, the first 30 days of the presidency of George W. Bush was far from uneventful. Of course, history will show that most of the rest of his 8 years in office would be dominated by dealing with the aftermath of the September 11, 2001 terror attack a mere 9 month after his inauguration.

Leadership Opportunities Of The Youth Association Pee Wee...

Leadership opportunities abound not only in the work setting, but in churches, communities, and neighborhoods as well. By taking on community leadership roles, individuals give back to the community and gain valuable experience that will serve them well in the workplace. In my own experience, I led the Chantilly Youth Association Pee Wee Soccer program for three years. In this capacity, I created schedules, reserved fields and gyms, ordered uniforms, arranged for the training of officials, collected money, and created teams for over 500 young children. I had a vision for the program and helped it grow. While Pee Wee Soccer is not rooted in a faith-filled tradition, faith-based leadership skills apply. Running such a large program affords the opportunity to teach as Jesus did, at least with respect to community and service, and gain valuable insight into organizational behavior. Perhaps the most essential lesson learned is that to be successful, it is important to consider the needs of everyone involved, and not merely the needs of a few. Catholic School Leadership The skills gained through Pee Wee Soccer prepared me well for the leadership roles I undertook in my early years as a Catholic school teacher. Whether in the role as Math Committee chairperson or as leader of the â€Å"Word Study† program, developing a vision, articulating that vision, and seeing it through to completion helped me gain support from my peers and colleagues as I took on more responsibility and further

Case Study for Starbucks Coffee Company @Myassignmenthelp.com

Question: Provide an elaborate background,Strengths, Weaknesses, Opportunities' and Threats about the Starbucks Coffee company? Answer Introduction: About the firm Starbucks is a Coffee company which is headquartered in the Seattle at Washington. The firm actually began in the year 1971 with merely single retail store in Seattle's historic Pike Place Market. Currently it is one of the leading brand as well as retailer throughout the world. Starbucks in reality went public in June 26, 1992 (Starbucks.com, 2015). The firm operating in Singapore has several stores and offers a variety of regular otherwise decaffeinated beverages of coffee, a very special "coffee of day," as well as a broad assortment of all Italian-style drinks of espresso. Additionally, customers get options to choose from varied items that are available of fresh-roasted as well as whole-bean products of coffees. The actual product mix of each store varies and, depends on size as well as location of every outlet (Snyder, 2006). Competitors: Several numbers of coffee shops are attainable in the regional Singapore dialects and even in the Chinese market. There are many both old as well as new are seen in the city and majority are actually scattered within the town as well as in local places (Bertelsen, 2012). There are also local coffee shops that exist as competitors for Starbucks as they serve coffee in fewer prices and Starbucks is an expensive brand which every common person cannot afford. Businesses of the firm face several challenges as well as struggle while they actually focus upon the international market; and also have faced several of all these challenges yet it has now been capable of succeeding greatly within the global market. The firm has even narrowed down all of its tactical imperatives of the ways in which it could expand internationally, know and analyze the global context as well as develop intercontinental strategies. Starbucks also has overcome all the organizational challenges like developing a worl dwide organization, and creating proper worldwide improvement as well as learning (Bohm, 2009). Strength: Strong and vital brand name as well as image- The standing and repute of the firms brand name as well as image of the Starbucks permits the brand recognition as well as consumer retention. Thus, expanding of the outlets to many other parts of the city is a talented and capable approach of the firm and has resulted in the rise of the firm (Cole, 2008). Healthy economic performance- financial performance of Starbucks has forever had a very positive impact on the firms strength. The earnings of the firm have helped the firm to attain better market share and has also supported in whatever expansions it has tried (Dealtry, 1992). Highly-skilled team in the management- Starbucks also has greatly skilled as well as professional CEOs, and has a very effective management team which supports the firm in taking effective and good decisions. These also lead to rapid plus stable growth and development of Starbucks (Durevall, n.d.). High technology- The firm brings technology into use in all its stores for extensively attracting extra customers. For example, there exist high-pace internet, website as well as prepaid cards for Starbucks. It may increase the traffic in stores generally in novel generation set. Good quality as well as innovative products- The firm utilizes high quality coffee beans as well as dairy goods. Also, forever the firm tries to develop something new and make customers feel more contended (Fine, 2009). Coffee also is extra of a opulence product thus it is also those people and places with most quantity of throwaway income towards spending which must be also targeted most intensely (Wurgaft, 2003). The firm would never like to locate towards any area where local populace has very poor attitude towards work. Thus Singapore is a very good market for the firm. People here are ready to spend a lot behind such products and also like to spend their leisure time in the outlets of the coffee shops. Recruitment might be difficult and training arduous, as well as staff turnover might be high in places where people are lazy (Ghoshray, 2010). Starbucks brand name has also allowed it to carry upper-hand as well as power towards leveraging in its discussions with many other firms. Starbucks even has utilized such alliances to support and then create innovative products which the firm might never have been capable to comprehend or justify even if it was to take them upon all alone (Finley, 1914). Weakness: High price- The firm has enhanced the price rate because of the rising cost and expense of the production, comprising of the cost of the dairy goods as well as cost of the rent. This increment in the price also has affected the firm and its sales have fallen and also the customer retention has become difficult (Halper, 2006). Clusters of the outlet- As Starbucks carries several stores as well as these are actually located in very closed areas; it also leads to scramble of the customers in every store. Such clusters of outlets might even cause incompetent performance of firm (Kuada, 2008). Opportunities: Large group of consumers- China has biggest population all over the world. Coffee drinking also is very popular amongst the young generation, particularly those who carry the overseas education that influences consumption of coffee. Several of the teenagers have actually lived in the western nations for a very long time also they are very familiar with coffee culture (Leake, 1982). While returning to their own nation they have also carried on the living within this fashion. Such teenagers also want to choose the western style of the coffee shops like their preferred place. Lifestyle- The people carrying modern lifestyle of the Chinese teenagers as well as adults hold up the propagation of the western types of the coffee shops (Mohammad Arabzad an, 2012). Meeting as well as discussing business within very warm plus nicely designed shops for coffee has become extra popular within China. As a result, teahouses dominion has also been confronted by foreign house for coffee. The income is actually distributed and this can be a factor the firm now needs to look at because this also shows ideal place towards aiming their marketing otherwise locating their outlets (Taylor, 2008). Threats: Competitors- Global market for coffee is extra competitive segment. Starbucks is also facing increase of the competitions from many other overseas players. The newest Starbucks competitor actually is Canadian chain named as Blenz Coffee that plans to unlock a cord of caf within China where customers can smoke because at the time of sitting within the store of Starbucks is people are not allowed to smoke (Pickton and Wright, 1998). Intellectual-property infringement- Starbucks has filed a proper lawsuit intended for the trademark infringement all against the Shanghai Xingbake that signs, logos as well as names same as the Starbucks. It would even seem that there are chances of people getting confused (Shermer, 2001). Starbucks must thoroughly investigate political constancy of the nations. Changes within the government could also lead to alterations in taxation as well as legislation. The most recent organizational challenge which a firm faces is all about trying to get engaged in the cross-border teamwork. Starbucks has taken great care while determining the firms that would partner with it when moving into any novel new market (Ratnasingam, 2006). Through such international alliances and joint ventures, as well as licensing Starbucks can also gain proper access to novel markets. The firm also likes to influence its increasingly brawny brand via varied alliances towards selling the Starbucks coffee as well as developing novel products along with Starbucks name (Rypkema, 1987). In a nutshell here are all details regarding the firm named Starbucks in Singapore and a proper analysis of the firms strengths, opportunities, weaknesses and threats. References Bertelsen, B. (2012). Everything you need to know about SWOT analysis. [Newmarket, Ont.]: BrainMass Inc. Bohm, A. (2009). The SWOT Analysis: GRIN Verlag. Cole, G. (2008). Grande Expectations: a Year in the Life of Starbucks' Stock20081Karen Blumenthal. Grande Expectations: a Year in the Life of Starbucks' Stock . Loughton: Piatkus 2007. Management Decision, 46(4), pp.673-675. Dealtry, T. (1992). Dynamic SWOT analysis. Birmingham (Prince's Corner, Harborne Park Road, Harborne, Birmingham. B17 0DE): Dynamic SWOT Associates. Durevall, D. (n.d.). Competition in the Swedish Coffee Market, 1978-2002. SSRN Journal. Fine, L. (2009). The SWOT analysis. [S.l.]: Kick It. Finley, G. (1914). TESTING MARKET VALUES IN COFFEE. School Science and Mathematics, 14(8), pp.718-719. Ghoshray, A. (2010). THE EXTENT OF THE WORLD COFFEE MARKET. Bulletin of Economic Research, 62(1), pp.97-107. Halper, A. (2006). Starbucks Wars: Chinese Courts Say No Hitch-Hiking Allowed. The China Quarterly, 188(01), p.1155. Kuada, J. (2008). International market analysis. Adonis and Abbey. Leake, A. (1982). Market analysis. London: Macmillan. Mohammad Arabzad an, S. (2012). Improving Project Management Process in Municipality Based on SWOT Analysis. International Journal of Engineering and Technology, 4(5), pp.607-612. Pickton, D. and Wright, S. (1998). What's swot in strategic analysis?. Strat. Change, 7(2), pp.101-109. Ratnasingam, P. (2006). SWOT analysis for B2C e-commerce. Hershey, PA: Idea Group Pub. Rypkema, D. (1987). Market analysis. Washington, D.C.: National Trust for Historic Preservation. Shermer, M. (2001). Starbucks in the Forbidden City. Sci Am, 285(1), pp.34-35. Snyder, M. (2006). State of the Profession: The Starbucks Effect. Academe, 92(1), p.70. Starbucks.com, (2015). Home. [online] Starbucks.com.sg. Available at: https://www.starbucks.com.sg/ [Accessed 3 Feb. 2015]. Taylor, S. (2008). Starbucks Spreads the Spirit of Giving with CARE. Advertising Society Review, 9(1). Wurgaft, B. (2003). Starbucks and Rootless Cosmopolitanism. Gastronomica, 3(4), pp.71-75.

The Influence of Emotions on Organizational Change

Introduction Acceptance of change within an organization depends on the emotional state of employees and managers. The behavior, feelings and attitudes of employees within an organization are influenced by their emotions (Zerbe 2008, p. 173). It is important to highlight the interpersonal effects of emotions in order to comprehend the exact influence of emotions within an organization.Advertising We will write a custom essay sample on The Influence of Emotions on Organizational Change specifically for you for only $16.05 $11/page Learn More The domains of organizational behavior are very essential in understanding the effect of emotions on the performance of employees (Zerbe 2008, p. 173). Organizational behavior domains such as leadership, group decision making and customer service require emotional intelligence from the parties involved. Emotional intelligence is a very valuable attribute that all stakeholders within an organization need to possess (Ze rbe 2008, p. 174). The success or failure of an organization actually depends on the level of emotional intelligence among its employees and managers. This paper will highlight the role of emotions in the management of organizational change. Discussion Many organizations have always underestimated the effect of emotions in the day activities of an organization (Weick 1999, p. 364). In fact, the topic of emotions never featured in the past until recently when managers realized that emotions actually play a significant role in the success of an organization (Weick 1999, p. 364). Many organizations are now taking the subject of emotions very seriously after discovering its significance. Organizations believed that emotions could only be expressed at home but they forgot that employees still remained human despite being at the workplace (Weick 1999, p. 364). The corporate world is now discovering that the positive emotions of employees should not be left at home because they are crucial to the success of an organization. A recent research indicates that the productivity and creativity of employees is affected in a great way by emotions (Weick 1999, p. 366). Emotional intelligence determines the career success of an employee compared to cognitive intelligence. Although cognitive intelligence is important for an employee, research reveals that a combination of both cognitive and emotional intelligence is crucial for employees to achieve their career goals (Weick 1999, p. 366). The management of organizations has come to realize that their success depends on their ability to utilize positive emotions of employees to their organizations’ advantage (Weick 1999, p. 367).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Managers who have mastered the art of stimulating and sustaining positive emotions in their employees have actually been able to witness positive results ( Vince 1996, p. 17). The current market is very competitive and it is therefore necessary for organizations to come with strategies that can give them a competitive advantage. The primary sources of competitive advantage such as intellectual capital, customer service, organizational responsiveness and productivity are influenced directly by employee emotions (Vince 1996, p. 17). The creativity and knowledge of employees are very significant in the success of an organization since the modern economy is knowledge-based. Employees that are creative and knowledgeable are very receptive to organizational change compared to those who are not knowledgeable and creative (Vince 1996, p. 17). The ability of an organization to harness intellectual capital from its employees will enable it to survive in an innovation driven economy. The intellectual capital of employees should therefore be engaged and cultivated by management for the expected results to be achieved (Vince 1996, p. 18). The emoti onal state of employees determines the organization’s level of intellectual capital (Pfeffer 1981, p. 43). The intellectual functioning of employees within the organization is also affected directly by emotions. A smart and innovative workforce is a dream of many organizations and this can only be achieved through proper management of employee emotions (Pfeffer 1981, p. 43). The flexibility and originality an employee’s thinking is normally diminished by a negative emotional state. Flexibility in thinking is one of the key attributes needed in the implementation of organizational change (Pfeffer 1981, p. 43). It is the duty of management to ensure that employees remain in a positive state of mind to enhance originality and flexibility in their thinking. A dispirited workforce loses the interest to innovate and identify new opportunities (Pfeffer 1981, p. 43). Negative emotions make employees lose the energy and drive to be creative. A passionate, confident and secure w orkforce will always make wise decisions and at the same time create new solutions (Pfeffer 1981, p. 44).Advertising We will write a custom essay sample on The Influence of Emotions on Organizational Change specifically for you for only $16.05 $11/page Learn More Sharing of knowledge and expertise in the entire organization is very important in a knowledge driven economy (Neal 2004, p. 60). Employees in a negative emotional state are always unwilling to help and share information with others. Implementation of organizational change requires knowledge to be shared throughout the organization and if this does not happen, then organizational change implementation becomes difficult (Neal 2004, p. 60). The intellectual capital of an organization enables information to be disseminated freely. Organizations that have effective information dissemination systems experience a lot of success because implementation of organizational changes becomes much easier (Nea l 2004, p. 60). Employees who are insecure about losing their positions are normally reluctant to share knowledge with others. Employees who feel safe and valued show high levels of commitment and are always available to share their knowledge with others (Lyubomirsky, King Deiner 2005, p. 805). In order to maximize intellectual capital, management must ensure the emotional state of employees is turned from being negative to being positive. It is not possible to separate emotions from customer service because the two greatly affect each other (Lyubomirsky, King Deiner 2005, p. 805). Service workers who are demoralized and angry will definitely create a negative service climate. It is very difficult to offset a negative emotional state with training initiatives. It is the responsibility of management to ensure that service employees are motivated in order for them to deliver quality service to customers (Lyubomirsky, King Deiner 2005, p. 805). It is dangerous to have disgruntled se rvice employees because they are the ones who come in direct contact with customers (Keifer 2002, p. 44). Failure to address emotional needs of service employees has serious economic consequences since the organization is bound to lose its customers due to poor customer service. The leadership of any organization should ensure that this group of employees remains in a positive emotional state (Keifer 2002, p. 44).Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More It is estimated that almost 68 % of customers defect from companies where the service staff treated them with an indifferent attitude. This defection figure exactly shows the amount of damage that negative emotions can to do to an organization (Keifer 2002, p. 45). The profitability of an organization is therefore dependant on the emotional state of service employees. The current market is always changing at a faster rate with organizational responsiveness being a major requirement for an organization’s sustainability (Hughes 2006, p. 52). Employees with positive emotions respond quickly to market changes. Threatened and dispirited employees will always resist change. Employees in a dispirited state will not be willing to adopt new methods and systems that are important in facilitating organizational change (Hughes 2006, p. 53). Employees who are stressed stick to outdated methods even if it is obvious that the methods and systems can not deliver the required results (Hughes 2006, p. 53). Employees with a peace of mind respond to market changes passionately. It is therefore true to say that the ability of an organization to respond to market changes and demands depends on the emotional state of its workforce (Hatfield, Cacioppo Rapson 1994, p. 28). Employee retention and attraction is another domain of organizational behavior that is influenced to a great extent by employee emotions (Hatfield, Cacioppo Rapson 1994, p. 28). Employees who are happy and motivated will always want to stay with the organization (Hartel 2006, p. 77). An organization that treats its employees well by taking care of their physical and emotional needs will always attract the best talents in the market. The productivity of employees will definitely rise if they are excited and proud of their workplace (Hartel 2006, p. 77). It is difficult for depressed employees to give out their maximum output. Organizations should provide the best working conditions for its employees in order to get the best out of them (Finlay 2000, p. 68). It takes a lot of effort and resources to motivate and satisfy a disgruntled workforce. The other advantage of having a happy and motivated workforce is the reduction in the turnover cost (Finlay 2000, p. 68). Employees who are happy will always save the organization from unnecessary costs (Finlay 2000, p. 68). A positive emotional state gives employees the energy to work hard because they will be happy with their work and the organization in general (Finlay 2000, p. 68). An atmosphere of positivity enhances positive results and success in an organization (Erick Yvonne 2008, p. 10). It is argued that a leader’s positive emotions are the most transferrable. The other way through which positive emotions can be enhanced in an organization is by creating chains of events that carry positive meanings for others (Burnes 2004, p. 113). Social and psychological experiments have shown that employees with positive emotions are more he lpful than those with neutral emotional states. Organizational field studies indicate that sales people who experience more positive emotions at work are more helpful to their customers (Burnes 2004, p. 113). The field research also revealed that sales people who exhibit positive emotions tend to attract more customers and in the process making a lot of sales. The reason for this argument is that sales people with positive emotions tend to be more creative, flexible and emphatic (Burnes 2004, p. 113). This argument shows that being helpful not only develops from having positive emotions but it also produces positive emotions in others. An individual who is helpful to others tends to have a feeling of joy and pride when he or she realizes that their positivity influence the people they interact with (Beer 2000, p. 66). Positive emotions enables a person to help others and at the same time fuel motivation that can help both presently and in the future (Beer 2000, p. 66). Witnessing an d hearing about helpful acts can make employees to experience positive emotions. Onlookers experience the positive emotion of elevation. The tendency sparked by elevation is a general desire to become a better person by performing helpful acts (Beer 2000, p. 66). Elevated employees do not simply mimic the helpful acts witnessed but creatively consider a wide range of helpful acts. The positive emotion of elevation gives employees the desire to be better for the sake of the organization (Barbara 1998). The employees who experience helpful acts tend to experience elevation and its beneficial repercussions. There is always a high probability that an employee who witnesses and experiences good deeds will definitely be influenced to start helping others (Barbara 1998). The elevation cycle can transform an organization into a more benevolent and coordinated place to be (Ashforth Humphrey 1995, p. 99). Positive emotions expand through organizations, members and customers. Positive emotion s produce meaningful relationships among employees and in the process preventing conflicts in the workplace (Ashforth Humphrey 1995, p. 99). Facial expressions and mimicry can not be seen as ways of determining whether a person has positive emotions or not. Positive emotions are developed from within and their expression should be sincere without any form of pretence (Ashforth Humphrey 1995, p. 99). The way an individual behaves in relation to positive emotions is understood and translated by the other individuals that they come cross (Alice 2008). The emotional state of managers plays a critical role in the success or failure of an organization. As mentioned earlier, leaders who display positive emotions have a great influence on the behavior and attitudes of other employees within the organization (Alice 2008). It is therefore true to say that positive emotions in an organization are linked to the managers. A manager with an attribute of positive emotions is able to transmit thi s trait to employees. The level of control and support towards employees is determined by this trait (Alice 2008). Positive emotions determine how employees deal with various situations within the organization. This development is highly dependant on the leadership traits or skills that managers within an organization possess (Alice 2008). Leadership is a process of symbolic management that involves creating and maintaining shared meanings among followers. The organization leadership should always evoke positive emotions in the workplace through the use of symbols (Finlay 2000, p. 69). Symbols are known to bring both interactive and emotional responses. Symbol elaboration by managers evokes emotions in an organization. Moreover, managers engage in communication of symbols that are specifically designed to make their employees feel better (Finlay 2000, p. 69). Employees are normally strengthened when they feel better about themselves. Resistance to change is a common thing in many or ganizations and it is the responsibility of managers to emphasize the importance of change as early as possible to prepare the employees psychologically for organizational change (Finlay 2000, p. 69). Managers give employees a sense of trust and understanding by preparing them psychologically for change. This approach enables employees adapt to change as quickly as possible and at the same time making them deal with situations more positively (Vince 1996, p. 20). It is important for managers to adopt the theory of positive emotions in order to influence organizational change. The behavior and attitudes of managers and employees has to change first before organizational change takes place (Vince 1996, p. 20). Managers should always be willing to influence positive emotions among employees because anything good or bad begins from the top (Vince 1996, p. 20). The emotions of managers can be transferred easily to employees and this actually determines how employees relate with one anoth er. The positive emotions of managers encourage creativity in the organization which subsequently improves the level of success in the organization (Vince 1996, p. 20). The emotions displayed by leaders are a critical determinant of their relationship with group members and their ability to communicate emotionally evocative symbols (Beer 2000, p. 66). Managers who are emotionally positive enhance organizational creativity performance by facilitating group cohesion. It is important for positive emotions to be built and sustained in the entire organization through a healthy emotional climate (Beer 2000, p. 66). Organizational policies and values are normally misinterpreted in the context of face to face interactions. Managers can identify cues of real and felt emotions among employees. The managers also have the ability to identify positive emotional indicators of employees who are motivated towards achieving personal and organizational goals (Beer 2000, p. 66). It is a difficult job for management to determine the emotional state of all employees at the same time (Keifer 2002, p. 60). Despite this difficulty, managers need to be aware of their organizational climate all the times. Negative feelings about change can only be improved if managers are aware of their organizational climate (Keifer 2002, p. 60). Negative feelings can have devastating effects on the performance of an organization. Leaders must have the ability to arouse motivation by appealing to human needs for achievement, affiliation and power (Keifer 2002, p. 60). A good organizational climate decreases the cost of turnover and the resistance of employees to change. A great organizational climate also improves the quality, creativity and acceptance of risks which make customers to be loyal (Neal 2004, p. 72). The mood and behavior of a leader within an organization have a great influence on the organization’s performance (Neal 2004, p. 72). There is a powerful chain reaction between a manag ers’ mood and behaviors which drive up the mood of everyone else within the organization (Neal 2004, p. 72). Managers with high emotional intelligence can create an environment where loyal, intelligent and positive minded employees strive towards achieving organizational goals (Neal 2004, p. 72). Conclusion The primary sources of competitive advantage are enhanced by employees with positive emotional states (Zerbe 2008, p. 175). It is also evident from the discussion in this paper that managers with positive emotions can influence the same in many areas of the organization (Zerbe 2008, p. 175). Employees that work in an organization with a positive climate work in persistent and strong groups where positive emotions are transferred from leaders to all the members within the group (Zerbe 2008, p. 175). Positive organizational behavior results in creativity, success and the ability of an organization to deal with emerging changes in the market (Hatch 2006, p. 40). Managers shou ld therefore pay more attention on the positive aspects of the organization and focus less on the negative aspects (Hatch 2006, p. 40). This enables employees to feel motivated and therefore leading to growth and development within the organization (Hatch 2006, p. 40). The ability of an organization to deal with the changes that occur in the market makes it more competitive. Bibliography Alice, B 2008, Positivity by Barbara Fredrickson. Web. Ashforth, B. E. Humphrey, R 1995, Emotion in the workplace: A reappraisal. Human  Relations, Vol. 48, pp. 97-125. Barbara L 1998, Positive emotions and upward spirals in organizations. Web. Beer, M 2000, Breaking the code of change, Harvard Business Press, London. Burnes, B 2004, Managing change, Pearson Education UK, London. Eric F. Yvonne R 2008, Leading strategic change, Bridging Theory and Practice, Vol. 1, no.1, pp. 9-10. Finlay, P 2000, Strategic management, Prentice Hall, London. Hartel, C 2006, Emotions in organizational behavior, Ro utledge, New York, NY. Hatfield, E., Cacioppo, J., Rapson, R l994, Emotional contagion, Cambridge University Press, New York, NY. Hatch, M 2006, Organization theory, Oxford University Press, London. Hughes, M 2006, Change Management: A critical perspective, CIPD, New York, NY. Keifer, T 2002, Understanding the emotional experience of organizational change: Evidence from a merger, Advances in Developing Human Resources, Vol. 4, no.1, pp. 39-61. Lyubomirsky, S., King, L. Deiner, E 2005, The benefits of frequent positive effect: Does happiness lead to success? Psychological Bulletin, Vol. 131, pp. 803-855. Neal, M 2004, Positive emotions in organizations, A multi-level framework, Vol. 1, no.1, pp. 57-73. Pfeffer, J 1981, Management as symbolic action: The creation and maintenance of organizational paradigms. Research in Organizational Behavior, Vol. 3, pp. 1-52. Vince, R 1996, Paradox, defense, and attachment: Accessing and working with emotions and relations underlying organizationa l change, Organizational change, Vol. 17, no.1, pp. 1-21. Weick, K 1999, Organizational change and development, Annual Review of Psychology, Vol. 50, no.1, pp. 361-386. Zerbe, W 2008, Emotions, ethics and decision making, Emerald Group Publishing, New York, NY. This essay on The Influence of Emotions on Organizational Change was written and submitted by user Crystal Carson to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

BIGGEST THREAT OF ISTANBUL

BIGGEST THREAT OF ISTANBUL Basketmakers' Kiosk (foreground), TopkapÄ ± Palace ...

Personal description of a change in YOUR life - The Big Change and How Essay

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Economic Theory and Technological Change Term Paper

Economic Theory and Technological Change - Term Paper Example Commercialization is the process that turns an invention into innovation (Feldman, 2004). Innovation can be driven by new technological development or customer demand. Many new products arise from attempts to meet market demand than from new technologies. The technological breakthrough of the laser has led to various innovative applications of this technology, for example in keyhole surgery and laser-correction of poor eyesight. Windscreen-wipers used no new technology at all. They just met the market need for clean windows while driving (Different Kinds of Innovation). When most people think of corporate innovation, they think of product innovation which involves launching of a new product. Even a small improvement in a product can help keep a company one step ahead of its competitors. Process innovation may sound comparatively dull but is extremely important. In any large company, lots of people are involved in internal processes that allow the company to run smoothly and legally. These are the people in middle management, human resources, accounting, finance, administration, and the like. In general, they recognize processes that do not work well and have ideas about how to make those processes more efficient (The Four Kinds of Corporate Innovation). The economist Joseph Schumpeter’s major contribution of the economic vision of innovation has helped strengthen the theoretical base of one area of strategic management, that is, innovation strategy and innovation management within the enterprise. His theories are interesting also because they make a useful contribution to the multidisciplinary study (economics and management) of innovation.     

The Revenue Essay Example for Free

The Revenue Essay Since Gavin was, a successful pharmacist and Stanley had in site on a great discovery this could be something great. They set up a small laboratory on the balcony of Mr. Herberts drugstore in Los Angeles to make the solution, which they named ALLERGAN ® Nasal Drops. Allergan has become a company not just for eyes but they also have patents for conditions, such as cervical, medical dermatology (Allergan Inc. , 2012) THE SUCCESS OF ALLERGAN 3 Assess how globalization and technology changes have impacted the corporation you researched. With approximately 10,500 employees and a presence in more than 100 countries, we work hard to make sure our products reach the people who need and want them worldwide. (Allergan 2012). Allergan has branched out into other treatments besides the eye care of dry eye, glaucoma, and other eye conditions. Now they treat cervical dystonia, which is breast asester blepharospasm, strabismus, upper limp spasticity, and facials. They also specialize in medical dermatology such as acne, psoriasis, severe primary axillary, hyperhidrosis, inadequately managed with urocogics and over active bladder and urinary incontinence. With Allergan having, a diverse approached helped how globalization and technology has impacted the company, based on their patent products that helps people live better and feel better. When needs are not meet they make sure they go beyond what is expected of them to keep up with the technology of the different products. Allergan has a partnership with the medical community. Having these partnerships helps the company come up with their own thoughts and insight of customer satisfaction by improving their product based their customer’s outcome. They provide customers with the tools and education needed to keep them updated on the latest information so the customer can informed their doctor of any decisions they make. (Allergan 2012) SUCCESS OF ALLERGON 4 Apply the industrial organization model and the resource-based model to determine how your corporation could earn above-average returns. According to Strategic Management 10th edition, 2013 above average returns were earned when firms are able to effectively study the external environment as the foundation of identifying an attractive industry. Hebert’s friend Stanley Bly sought to implement a strategy to reduce competitive rivalry and form a joint venture. Joint ventures increase profitability in this company. As stated below based on the 2012 annual report sales is expected to increase in the future and helps the company earn an above average return. For the full year of 2012, Allergan expects total product net sales between $5,650 million and $5,800 million. Total specialty pharmaceuticals net sales between $4,740 million and $4,850 million. Total medical devices net sales between $910 million and $950 million. ALPHAGAN ® franchise product net sales between $420 million and $440 million. LUMIGAN ® franchise product net sales between $620 million and $640 million. Restasis product net sales were between $750 million and $780 million. Botox product net sales were between $1,760 million and $1,800 million. Latisse product net sale were at approximately $100 million. Breast aesthetics product net was between $360 million and $380 million. Obesity intervention product net sales were at approximately $170 million. Facial aesthetics product net sales were between $380 million and $400 million. Non-GAAP cost of sales to product net sales ratio at approximately 14%. Non-GAAP was other revenue at approximately $90 million. Non-GAAP selling, general and administrative expenses to product net sales ratio at approximately 39%. Non-GAAP research and development expenses to product net sales ratio at approximately 16%. SUCCESS OF ALLERGAN 5 Non-GAAP amortization of acquired intangible assets was at approximately $25 million. This expectation excludes the amortization of certain acquired intangible assets associated with business combinations, asset purchases and product licenses. Non-GAAP diluted earnings per share attributable to stockholders between $4. 15 and $4. 19. Diluted shares were outstanding at approximately 308 million. Effective tax rate on non-GAAP earnings were at approximately 28%. For the third quarter of 2012, Allergan expects total product net sales between $1,370 million and $1,445 million. Non-GAAP diluted earnings per share attributable to stockholders between $1. 02 and $1. 04. (Allergan Report Second Quarter 2012) Allergans executive team comes together to collaborate by understanding and meeting the needs of patients. The team accommodates the needs of the patients that are not meet. â€Å"When fiscal, social and corporate responsibility, and listening to employees we share a unified vision of what it means to bring the best of medicine to life. We actualize this vision through the execution of our strategic objectives as a company, and consider it realized when innovative ideas are translated into products that make life better†. (Allergan 2012) SUCCESS OF ALLERGAN 6 Assess how the vision statement and mission statement of the corporation influence its overall success. The vision of this company is to meet with the medical specialists to find out needs that were not meet and to make a commitment to patience. They strategize their objective as a company and try to come up with new ideas that make their products better for their patients. â€Å"In partnership with the medical community, we bring to bear scientific excellence and rigor to deliver leading products that improve patient outcomes Customer Focus Every action we take is with an eye on the â€Å"Three P’s†: The patients who benefit from our products, the physicians who trust our products and the payers who recognize the value of our products. Impact We make an impact – going the extra distance to get the very best results, applying the highest standards to all that we do. People + Passion We succeed primarily through our people, whose talent brings quality to our work and whose passion brings commitment – not just from processes and structures alone. Collaboration We are committed to sharing our knowledge and collaborating as a team to reach common goals. We promote and encourage different personal and cultural perspectives that drive new thinking. Innovation We are uncomfortable with the status quo. We adapt, we improve, we have the courage to thoughtfully take risks as a team and seize new opportunities – for the company and ourselves. Integrity We get results the right way, without cutting corners. We are transparent, clear and respectful in our dealings with customers, co-workers and partners† (Allergan 2012) SUCCESS OF ALLERGAN 7 Evaluate how each category of stakeholder impact the overall success of this corporation. Stakeholders â€Å"Today, we have approximately 10,500 highly dedicated and talented employees, global marketing and sales capabilities. With a presence in more than 100 countries, a rich and ever-evolving portfolio of pharmaceuticals, biologics, medical devices and over-the-counter consumer products, and state-of-the-art resources in Ramp;D, manufacturing and safety surveillance that help millions of patients see more clearly, move more freely and express themselves more fully. (The World of Allergan) Allergan capital market shareholders have major suppliers like Bank of America, Merril Lynch, and Wells Fargo. The product market stakeholders are the customers that Allergan meets the needs of when others cannot meet it. Their supplies are Ramp;D who staffing demands has grown since being outside the US has grown by 20 percent in the last couple of years. Based off the company wanting the best product for the best prices for the good and services they provide. This also keeps the customer and the stakeholder happy. Organizational Stakeholders; they also support local market development by temporarily having their employees in start-up markets and soon move to a more advanced one. The executive leadership committees reward their employees with a Hidden Gem Award, quarterly. This award program recognizes and rewards employees who embody Allergans spirit of innovation and serve as an example and inspiration to their fellow colleagues†. They also reward those who are contributing to the business. (Allergan 2012) SUCCESS OF ALLERGON 8 Reference (2009). Allergan Inc. Innovative Sourcing for an Innovative Company, Clarkson Consulting. www. allerganviews. co Pyott, David. (2012) Allergan Performance Re port

Eating Disorders Essay -- essays research papers fc

Eating Disorders   Ã‚  Ã‚  Ã‚  Ã‚  One of the most prevalent disorders amongst the youth of this era is eating disorders. While some overlook it and don’t think it is a problem eating disorders should be given serious consideration. This is because the psychological ramification of eating disorders tends to have lasting effects over the course of the adolescents’ life.   Ã‚  Ã‚  Ã‚  Ã‚  An eating disorder is any of various psychological disorders, such as anorexia nervosa or bulimia, which involves insufficient or excessive food intake. They are a silent epidemic and a exceedingly negative response to a misinterpretation of one’s role in the world. Adolescents with eating disorders are usually convinced they’re ugly, worthless, and untalented. While some overlook it and don’t think it is a problem it should be given serious consideration because the psychological ramifications of such a disorder has lasting effects over the course of the adolescents life. While eating disorders are a serious problem there are two distinct forms of eating disorders. One is anorexia and the other is bulimia.   Ã‚  Ã‚  Ã‚  Ã‚  Anorexia nervosa is characterized by self-starvation to avoid obesity. This is also known as the "starvation sickness" or the "dieter’s disease". Statistics show that 95% of all anorexics are women found primarily in upper-middle class homes ranging from ages 12 to 18. (Maloney, 81). A person dealing with this sort of disorder is usually, striving for perfection has low self-esteem, and sometimes feels they don’t deserve to eat.   Ã‚  Ã‚  Ã‚  Ã‚  Anorexia usually starts when they or someone else feels that the anorexic needs to lose some weight. They feel good when they start losing the weight because they feel they have reached and made progress on their goal. Unfortunately, this causes physical damage and sometimes-even death. Statistics have estimated about 10% will eventually die. (Patterson, 31). Although as an adolescent most go on a diet and give it up in about a week or two, anorexics don’t. If one is suffering from this they have signs and symptoms such as: noticeable weight loss, excessive exercising, odd eating habits, feeling cold, dressing in baggy clothes, irregular menstruation, a frequent feeling of insecurity, loneliness, inadequacy, and helplessness.   Ã‚  Ã‚  Ã‚  Ã‚  There is no one single reason for anorexia, or how it goes unnoticed, but there are some explanations. One is that the perso... ...e without proper treatment and acknowledgement. People need to be educated about the disease and that the so-called 'glamour' looks aren’t so pretty after all in fact looks unhealthy. What happened to the healthy curvatious Marilyn Monroe look? Now there is the unsightly look of bones sticking out of skin. Young teens want to be like the famous ones. People that are looked at as role models are pressured but if they were to all rebel against this and think about what they stand for perhaps things would change to the way they used to be, or even better. This is a serious matter that people need to be educated about. The disease will prevail and many young women will suffer a great deal of their lives if it is left ignored. Works Cited Abraham, Suzanne, and Derek Llewellyn-Jones Eating   Ã‚  Ã‚  Ã‚  Ã‚  Disorders: the facts. Oxford New   Ã‚  Ã‚  Ã‚  Ã‚  York: Oxford   Ã‚  Ã‚  Ã‚  Ã‚  University Press, 1997. Claude-Pierre, Peggy The Secret Language of Eating   Ã‚  Ã‚  Ã‚  Ã‚  Disorders. New York: Times   Ã‚  Ã‚  Ã‚  Ã‚  Books 1997. Maloney, Michael, and Rachel Kranz Straight talk about   Ã‚  Ã‚  Ã‚  Ã‚  eating disorders. New York:   Ã‚  Ã‚  Ã‚  Ã‚  Facts on File, 1991. Patterson, Charles Eating Disorders. Austin tex: Raintree   Ã‚  Ã‚  Ã‚  Ã‚  Steck-Vaughn, 1995.

Feedback in learning Essay

1.0What is feedback?:â€Å"The mediocre teacher tells. The good teacher explains. The superior teacher demonstrates. The great inspires† William Arthur Ward A teacher carries a big responsibility in area of learning. Some people believe a teacher’s job is to teach and a student’s job is to learn. In today’s classroom, the role of teacher is totally different. Teacher as a facilitator of learning, mentor for learner and classroom supporter. The excellent teacher will take various actions in way to help their students to be successful in their life. So that, one of the action is teacher should provide assessment feedback in way to enhance the learning. Feedback is normally something which happens as a result of cycle teaching and learning action. It can give either before, during or after the learning had been occurs. Generally, what is feedback? Is it guidance, evaluation or praise? As mentioned by Ramaprasad (1983), feedback is information about the gap be tween the actual level and the reference level of a system parameter which is used to alter the gap in some way. Furthermore, the definition by Ramaprasad also supported of new research by Shute (2007) that define the feedback as represent information communicated to the learner that is intended to modify the learner’s thinking or behaviour for the purpose of improving learning. Hence, in learning, feedback should usually presented as information to a student in response to some action on the current level of performance and help them to be better. Correspondingly the educationist agree that assessment feedback is an important part of learning cycle but nowadays students frequently express disappointment and frustration in relation to the conduct of the feedback process. Students may complain that feedback on assessment is unhelpful or unclear and not provide any tips to them to improve their current performance. As a result, students will always repeat the mistake until they get to know the correct answers. Studies of the impact on student learning achievement indicate that feedback has the potential to have a significant effect on student learning achievement (Hattie & Timperley, 2007). Feedback should give immediately during the learning process. That can really help student to do self-reflection on their quality of learning. They can figure out did he/she in the right track and how to improve their understanding. Types of feedback: Main focus of given assessment feedback is to describes qualities of work in relation to the learning target. Teacher should give attention to the quality of their written feedback. There are two types of feedback, evaluative feedback and descriptive feedback. Evaluative feedback refers to a summary of student current achievement or performed on the particular task. This feedback is often come out with letter of grades, numbers, check marks, symbols and generals comment such as â€Å"good†, â€Å"excellent† and â€Å"need help†. While, descriptive feedback is specific or detail information in the form of written comments or conversations that help the student understand what he/she needs to do in improve their level of understanding. There are several examples of evaluative and descriptive feedback: Evaluative Feedback Descriptive Feedback â€Å"Try harder next time† â€Å"Your topic discussion is clear and have good examples, your next step might be to check back your grammatical errors† â€Å"90%! A+! Excellent Work! Keep it up!† â€Å"You’re made some simple mistakes in your calculation, remember back the formula use. Please check back the first step until the last step in your calculation for question 10.† Table 1: Examples of Evaluative and Descriptive Feedback Based on examples given, evaluative feedback more to provide a judgement on the quality of the learning task that student did while descriptive feedback focus on helps the student understand what he or she needs to do to improve their current achievement. Besides that, evaluative feedback shown to us those teachers only tells learner or students how they compare to others and descriptive feedback will provide specific information in the form of written comments or conversations more help learner. Regardless of the types of feedback given, either evaluative or descriptive, effective feedback needs to be informative, prompt and guiding. Informative feedback highlights strengths and weaknesses, giving specific examples or explanations. Prompt feedback is returned to students within an agreed timescale for the work submitted. Guiding feedback offer suggestions about how students can improve their learning. All of that combining together to help students to do better the next time. This statement also have support  by Hattie and Timperley (2007), they mention that the most improvement in student learning takes place when students got information feedback about the task and how to do more effectively. Below are examples of evaluative and descriptive feedback given by teachersFeedback as teaching style of scaffolding: As we already know, feedback provides information and guide to students by teachers about learning. That is one criteria of scaffolding. Scaffolding is the core of traditional apprenticeship. It is refers to given support that provides by expert or teacher as steps to improve their learning. It helps to reduce the gap between the student current level of understanding or performance and a desired goal. According to Hattle and Timperley (2007), they mention that depending on the nature and delivery of the feedback, it can have powerful positive effects on student learning and engagement. Beside that in the research by Assessment Reform Group (2002) , also mention that feedback as coaching and scaffolding students. The given feedback is an essential practice of assessment for learning. The process of seeking and interpreting evidence for use by learner and their teachers to decide where the learners are in their learning, where they need to go and how best to get there by helping of teachers. That the main reason why the teacher’s feedback important, providing the support necessary for student to proceed towards the next stage or level and achieving the learning goal. Student will view the feedback as improving tips in which students receive information and construct meaning to close the gap. The students need to do something based on the guided giving in the feedback. Scaffolding instructional originated from Vygotsky’s ideas on learning. Vygotsky’s comes out with two levels of learning development. The first level is Actual Development that what learner has already reached. It is the level which the learner is capable of solving problems independently. The second level is called Potential Development which the learner not capable of doing the moment but have potential to do so. Between the actual and potential levels, Vygotsky said that there was what was called a Zone of Proximal Development (ZPD). Proximal means next. In context of feedback, it should act as scaffold by providing tips and support necessary for student to proceed the next stage or level. Without the support students may be unable to accomplish the target. As the result, students will extend their understanding and make improvement. Figure 3: ZPD (Zone of Proximal  Development) Diagram When teacher incorporate scaffolding in feedback, they become more to mentor and facilitator of knowledge rather than the dominant content expert. This teaching style that include with scaffolding will make student active role in class to achieving learning goal. Besides that, it also provides a welcoming and caring learning environment. â€Å"I take care of you and I hope you will be success in future†. Expiration in feedback on student assessment will make them realize that even they did wrong is not means he/she is stupid student. They have room to improve. As conclusion, the best assessment feedback, scaffold student to achieve the higher performance in learning target. Feedback as affective domain in learning: Since 1950’s, research have been done in cognitive theory and educationist had use the Bloom’s (1956) taxonomies of learning. Bloom has mentioned that in learning should have three learning domains. The cognitive domain, affective domain and psychomotor domain. Feedback is referring to affective domain. In affective domain includes feeling, emotion, attitudes, values and motivation. As students that receiving the feedback, they need all of the aspect that include in affective domain. Teacher should play with all of these aspects. Teacher must provide clear understanding. Feedback should be brief, concise statements, in student-friendly language that describe what students are to know and be able to do at the end of feedback. Feedback can be one of the ways to encourage positive motivational belief and self-esteem. There are some ideas for motivating students. Teachers can start the feedback with praises like good job, excellent job, great, brilliant idea, â€Å"You are starting to understand this but†¦Ã¢â‚¬ , â€Å"This is quality work because†¦Ã¢â‚¬ , â€Å"Two things you really did well are†¦Ã¢â‚¬  and many more on what they do well. Praise the work or process that focus in achieving the learning goal. Second step, teachers proceed with intervention that tells the student what needs improving and give enough information in way to help them to do better. It can sound like â€Å"Your thinking shows†¦.†, â€Å"One thing to improve on†¦..†, â€Å"You need more†¦Ã¢â‚¬ ¦Ã¢â‚¬ , and many more. Next step, teachers share the improvement strategies such as â€Å"Your next steps might be†¦..†, and â€Å"You might try†¦Ã¢â‚¬ . The ways that teachers give the  feedback have relationship with the flow of affective domain as described by Krathwohl et.al (1964). They start with receiving, responding, valuing, organizing and ended with acting. Students will receiving the feedback as their new information of mark, wrong answers and the current level that he/she mastering the knowledge. Am I really understood or I just understand little bit? Step 2, responding. Students will respond on feedback given by teacher. They being actively participating bas ed on feedback given to achieve learning goal. Step 3, valuing. They attaching worth to feedback given and try to do correction on the task. After they do the correction, they will organize the new concept and change their existing understanding. The last is characterization. They have the correct understanding and will apply the concept in correct way without misconception. It is the effective way that feedback can help students learn better in positive environment in implement the affective domain. Feedback will demonstrate appropriate ways of enhancing the performance on the task and offer strategies that invite more learner responsibility to improve. â€Å"Education is not the filling of a pail but the lighting of a fire† William Butler Yeats Feedback as reflection on learning process: Reflection needed students to capture back on their performance in the task given. It also needs students to have clear comparison about their previous performance and current performance. There are three types of reflection that suite with the feedback: reflection on your process, comparison of your performance to that of others and comparison of your performance to a set of criteria for evaluating performance (Schon, 1983). How feedback can be as reflection on learning process? Firstly, reflect on the feedback process. By feedback, students are encourages to look back at how they react and given answer on the task. Teachers will describes the qualities of work in relation to the learning targets. That can make them see how they might have done better and what they need to improve. That is the first step as feedback starter, reflect on achievement. Second, compare of student performance with others. These types of reflection are referring to evaluative feedback. In evaluative feedba ck teachers will give grades, numbers, check marks, symbols and generals comment such as â€Å"good†,  Ã¢â‚¬Å"excellent† and â€Å"need help†. Based on the feedback, students analyze by comparing their performance with friends in hope he/she will motivate to achieve better. The final types of reflection are comparison of student performance to a set of criteria for evaluating performances. These are focus on intervention and improvement that include in feedback. Teachers will share idea on what students needs to improve and gives enough information so the students will knows what the next step to apply. That really show the function of feedback as reflection, facilitates the development of self-assessment in learning.Conclusion: Assessment feedback should play as important role in teaching and learning. Firstly, feedback is a way that teacher can use to determine and analyse how far your student gain the knowledge and what should you suggest to them in helping them success in mastery the knowledge. Secondly, assessment feedback will attract low achievement students to be active learner and more motivated to achieve the learning goal. Overall, assessment feedback should take as important aspect in learning process. Teacher need to apply and change the feedback given in way to help student to be success in future.

Statement For Scicom Essay Example Pdf - Free Essay Example

Sample details Pages: 8 Words: 2455 Downloads: 6 Date added: 2017/06/26 Category Finance Essay Type Research paper Did you like this example? The Companys service is to persistently deliver on its promise of Total Customer Delight to its clients. Scicoms main product offering is scicomsourcing, comprising the four distinct modules of scicompartner, scicomacademy, scicomconsulting and scicommarketing Scicom is a global CRM Consulting, Technology services, Education and Outsourcing Company.  With province skill, and full capabilities across all industries and business functions, Scicom partners with clients to help them focus on their customers so that they become high-performance businesses both in the public and private sector.  Their Customer Focused Business strategy builds on their skills in consulting, technology, education and outsourcing to help clients carry out at the utmost levels so they can create sustainable value for their customers. Using their business knowledge, service-offering skill, technical potential and by  improving  operational performance and delivery , Scicom helps clients increase revenues from their on hand customers, preserve their current customer base and proactively obtain new customers. Don’t waste time! Our writers will create an original "Statement For Scicom Essay Example Pdf" essay for you Create order Scicom has a long-term partnership with global clients and governments and also works with organizations of all sizes. Scicom is one of the prime contact centre outsourcing service providers in Malaysia, having provided services for some of the major global MNCs in the world. Scicom currently manages customer relations in 40 languages, covering over 89 countries and delivering Total Customer Delight to over 40 million customers worldwide. Since its incorporation in 1997, Scicom has consistently provided first rate quality customer care, technical support and related performance services, as well as a wide-ranging selection of training, loyalty marketing, call centre consulting and human resource development services. Scicom has a unique and flexible business model based on financial clarity and contractually agreed performance targets, with a reward and penalty composition for a win-win client-vendor relationship. Reference : https://www.scicom-intl.com/ Chairman statement for Scicom The Annual Report of Scicom (MSC) Berhad for the financial year ended on 30 June 2012.  This financial year had been a challenging one as the economic woes and the financial crisis continued in Europe. This resulted in their clientele of MNCs being careful in utilizing budgets for outsourcing services. They either postponed their spending commitments or reduced their supplies for the year. Moreover the sales cycle to convert potential clients to use Scicoms services is now taking longer.   The chairman stated that against this backdrop, they weathered the storm well. Their well-organized use of resources and technology has enabled them to provide competitive rates and better service offering to all their existing clients and attain a number of new clients.  Last year, they ceased their operations in the US and followed by closing their office in India. Both these actions have allowed them to focus their resources in Malaysia, Indonesia and Sri Lanka.   T heir product and services segregation have evolved based on a deep domain understanding of their core business, and has provided them with a vigorous platform for the future in terms of growth potential, market penetration and product significance. Prudent financial management while in this evolutionary phase has allowed them to fund their operations in Malaysia and extend their reach into Sri Lanka and Indonesia through inside generated funds and they continue to end this year with zero debt and a strong cash balance. The Groups revenue for the current financial year was RM131.23 million, representing a marginal 6.9% decrease from the previous financial year. However net profit for the current financial year showed a slight increase at RM13.61 million as compared to RM13.28 million in the previous financial year.  Scicoms strategy of services segregation not only made them applicable to their perceptive client base but has also laid the groundwork towards their goal of obtai ning better margin differentiation for their company. The Groups margin for the current year was 10.37% as compared to the past years 9.42%. The Board has suggested a final dividend payment of 1.0 sen per normal share, tax exempt, in respect of the financial year ended 30 June 2012. Two short-term dividends of 1.0 sen per normal share each, tax exempt, were paid on 15 March 2012 and 28 September 2012 respectively. The short-term dividends together with planned final dividend together amount to a dividend payout for the financial year of 3.0 sen per ordinary share, tax exempt. This proposal translates to a dividend payout ratio on profits of about 65% and reflects the boards dedication towards maintaining a established dividend payout for its shareholders.  Sales cycles for complex projects are typically 6 to 9 months and achievement can be of a similar time scale. The Group having now consolidated and embarked on marketing its all-inclusive suite of Customer Services Manageme nt solutions over FY2012, is poised to start to implement these solution sets in FY2013. The focus areas for sustainable growth as set out above are expected to result in greater earnings and revenue for the Group for FY2013. The Group thanks the Government of Malaysia, the regulators, their shareholders, their loyal clients, and more importantly, their committed staff on both sides of the many jurisdictions which they operate in, for their support in making the Groups business a success. Besides they also thank the Board members for their ongoing support, commitment and prudent control in shaping the Groups path to ensure their constant growth. Â  Reference : https://www.bursamalaysia.com/market/ Background of Tenaga Nasional Berhad (TNB) Tenaga Nasional Berhad also known as (TNB) is the leading electrical energy service in Malaysia with almost RM73 billion in assets. TNB is listed on the central board of Bursa Malaysia and employs more than 31,000 people Group-wide to serve an anticipated 8.08 million clients in Peninsular Malaysia, Sabah and Labuan. The Group position as the Central Electricity Board of the Federation of Malaya in 1949, TNB has powered nationwide expansion hard work for more than 60 years by providing reliable and capable electricity services. TNBs core businesses are in the generation, transmission and supply of electricity. In Peninsular Malaysia, TNB is a major supplier to the total industry power through six thermal stations and three major hydroelectric schemes. It also manages and operates the National Grid which links TNB power stations and IPPs to the division system in peninsula. The network is attached to Thailands diffusion system in the north and Singapores diffusion system in the s outh. In East Malaysia, TNB, through 80%-owned supplementary Sabah Electricity Sdn. Bhd. (SESB), manages the Sabah Grid and aims to provide electricity to 95% of the states population by year 2013. TNBs supply network is managed through a wide-ranging supply system, customer service centres and call management centres. Over the years, TNB has diversify from its core business into the manufacture of transformers, high power switchgears and cables, the provision of skilled consultancy services and architectural, civil, electrical engineering works and services, repair and maintenance. The Company also engages in study and development, property development and executive services. Tapping into opportunities available abroad, TNB is making inroads into emerging markets in the county as well as in the Middle East. In 2005, the company embarked on a 20 Year planned plan which entails better focal point on green initiatives such as the development of renewable sources of fuel, and more w ell-organized demand side management via power effectiveness. This hard work set of scales the Governments carbon fall agenda while also creating groundwork for sustainable energy for the future. TNB believes in providing service quality and aims to attain global leadership. Towards this end, the Company invests comprehensively in the continuous professional development of its employees through planned programmers. As a leading GLC, TNB also places strong importance on its social and environmental responsibilities. Yayasan Tenaga Nasional (YTN), established in 1993, funds much of the Companys CSR programmes. TNB also has a tradition of promoting sports and rising sporting talent in the country. The Companys own hockey team is well-known for regularly winning the Malaysian Hockey League Championship. TNB Vision is To Be among the Leading Corporations in Energy and Related Businesses Globally TNB Mission areWe Are Committed to Excellence in Our Products and Services Reference : https://www.tnb.com.my/ Chairmans Statement for TNB The Chairman states that TNB had to manage the prolonged gas supply shortage. About 60% of the generation capacity in Peninsular Malaysia depends on gas, hence the shortfall took a significant toll on the company, requiring them to burn more exclusive substitute fuels such as medium fuel oil (MFO) and distillates. Faced with these challenges, it has become increasingly difficult to stay true to their core duty of Keeping the Lights On. Where else rallying all their resources and working together as they have done for more than 60 years, TNB managed to achieve highly worthy financial results and operational performance. In their quest to serve their consumers while ensuring financial cautiousness, they kept innovating, and seeking ever better technologies to improve their operational efficiencies hence drive down costs and boost their bottom line. Yet, they would not have been able to produce the results they did this financial year if not for the support of the Government, which he lped extremely to reduce the impact of the increased cost of fuel. The Government introduced a compensation package that came into effect in January 2012, through which the additional costs that TNB has had to shoulder is being shared three ways by the Government, Petronas and the company. Since this compensation scheme was implemented, they received a total of RM3,154.5 million, significantly easing their financial weight and leading to a return in their profit margins from the second quarter of the financial year 2012 onwards. The cost compensation mechanism, however, is only a temporary solution until sustainable measures are implemented that will lead to a more open, competitive and efficient industry. A good deal of groundwork has been done towards this end. The government and regulators have indicated that new policies and regulatory frameworks will be put in place soon to restore the fuel cost issue in a way that benefits all parties involved. The Groups profit was a healt hy RM4, 197.6 million for the year, a more than three-fold increase of the RM965.4 million achieved in Financial Year 2011. The Groups total revenue, meanwhile, increased by 11.2% as against an increase of 2.1% in operating expenses. This resulted in a higher EBITDA margin of 25.1% as compared to 23.3% in Financial Year 2011. The increase in EBITDA margin was also partly contributed by the slight improvement of 1.5% in the daily average gas volume, from 946mmscfd in year 2011 to 960mmscfd in year 2012. The Board of Directors is encouraged by TNBs healthy performance. And it gives them great pleasure to announce that, after not being able to declare a final year dividend for Financial Year 2011, they are recommending for approval of shareholders at the forthcoming Annual General Meeting a final single tier dividend of 15.0 sen per ordinary share for this financial year. As noted above, it has become increasingly more challenging to keep the nations lights on while ensuring the sus tainability of TNBs operations. However, TNB are guided in this on-going mission by their 20-year Strategic Transformation Plan which they embarked on in 2005. Divided into four five-year phases, this plan strengthens their ground rules and places them on a stronger footing towards realizing their long-term vision of becoming a leading energy corporation globally. Although they are less than halfway through this Strategic Plan, they have already achieved some very encouraging results. A range of key aspects of their performance in terms of electricity generation, transmission and distribution have reached, or are very close to reaching, world-class standards. For the year 2011, Platts rated TNB the 24th best electric utility company in the world, and the third best in Asia. Coming from such a well-known organization, this ranking speaks volumes of their financial and operational management. TNB is now in the midst of the second phase of the Strategic Plan, called Gemilang 2015 Grow th, Global, Green, which was launched on 4 January 2011. The focus of this phase is to further enhance their operations in the traditional domains of generating, transmitting and distributing electricity, while also exploring new energy related ventures locally and abroad. Towards further enhancing their core business, they have embarked on several initiatives to improve our cost-efficiency and operational effectiveness. These include broad financial and asset management plans and programmes. A key achievement of the year has been a further reduction in Transmission and Distribution Losses to 8.25%, surpassing their target of less than 9%. In terms of business expansion, they believe that TNB should leverage on its expertise to develop new sources of revenue in the energy industry locally, as well as abroad. To support their growth plans, they are working on an effective business development and policy framework which will set the company on the right path towards hitting their targ eted non-regulated revenue of RM5 billion by 2015. The chairman also adds that that its the results of the hard work of the entire TNB family. He also expresses his sincere gratitude to every one of more than 33,500 staff. He also record a special tribute to Dato Sri Che Khalib bin Mohamad Noh. Under his leadership over the last eight years, TNB has received numerous accolades, including the Prime Ministers Industry Excellence Award (AKIPM) in 2007, the highest industrial recognition in the nation for a corporate body. TNBs achievements reflect Dato Sris outstanding capabilities as President/CEO. At the same time, he welcomes the new President/CEO, Datuk Wira Ir. Azman Mohd, a veteran of the company whose entire career has been with TNB. He also thanks the Government of Malaysia and the regulatory bodies and particularly the Ministry of Energy, Green Technology and Water and the Energy Commission for their cooperation and collaboration with their continued support and he assures that TNB will make huge strides towards becoming a successful and responsible corporate citizen. Reference : https://www.bursamalaysia.com/market/ Part 2 Part 3 Difference between security valuations and capital budgeting are as follow Determination of value The values of securities, for example ordinary share are based on the market values. This is determined by many factors including demand and supply. When it comes to a capital budgeting, the value of the projects is determined by the company who offers the project. 2) Cash flow Cash flow is used to determine the value of securities such as share and debentures. The futures cash flow from dividends cannot be predicted exactly because it is not in the control of the company. When it comes to capital budgeting, the futures cash flows can be controlled by the company by reducing their expenses. b) The securities are valued according to the market value which follows the demand and supply. The values of the projects in capital budgeting is decided by the company giving the project. The securities are also valued using future cash flow, for example future dividends for share valuation. These are beyond the control of the company because it would be decided by the shareholder. The cash flow from the projects in capital budgeting can be controlled by the company by using cost cutting measures.