Banking Law Assignment - 2511 Words

â€Å"†¦.if the creditor bank has notice, actual or constructive, of undue influence exercised by the husband (and consequently of the wife’s equity to set aside the transaction) the creditor will take subject to that equity and the wife can set aside the transaction against the creditor†¦as well as against the husband.† (per Lord Browne-Wilkinson in Barclays Bank plc v O Brien [1994] 1 AC 180 at 191) Critically discuss the above statement. Analysis of wife’s equity to set aside the husband’s transaction due to undue influence. Establish the principles of the doctrine of undue influence first to establish the foundation stones of which third party undue influence occurs. Equity was introduced to act as an enhancement of common law,†¦show more content†¦2B. the claimant has to prove in first occurrence that there was a present relationship of trust and confidence among the complainant and the wrongdoer of a nature that is reasonable to presume the wrongdoer mistreated that relationship Relationship between bank and customer Undue influence by Banks The normal relationship amongst a bank and a customer is not of trust and confidence however it is a business relationship where the bank is concerned for its own interest. As illustrated by National Westminster Bank plc v Morgan [1985]. Mrs Morgan claimed that the charge should be set aside on the grounds of undue influence. However lord Scarmen applied the ratio decendi from sir eric’s judgment in Lloyds v Bundy, in his judgment. ‘When, however, a bank ... goes further and advises on more general matters relevant to the wisdom of the transaction, indicates that it may, not necessarily obliged to, be crossing the line into the area of confidentiality so that the court may then have to examine all the facts including, of course, the history leading up to the transaction, to determine whether or not that line has, been crossed’ It was held that Mrs Morgan was liable for the charge against her home as, ‘Mr Barrow never crossed the line. the transaction was not unjust to Mrs Morgan. The bank had no duty to ensure she had independent guidance. It was an average banking transaction which Mrs Morgan wanted to save her house; and sheShow MoreRelatedBanking Course Outline1060 Words   |  5 PagesCarleton University Course Outline COURSE: TERM : PREREQUISITES: CLASS: Day Time: Room: LAWS 3206 A – Banking Law Fall 2010 Department of Law LAWS 2003 [1.0] (no longer offered) or LAWS 2202 or BUSI 2601 Fridays - 11:35 am - 2:25 pm Please check with Carleton Central for current room location Sam Schwisberg INSTRUCTOR: (CONTRACT) CONTACT: Office: Office Hrs: Telephone: Email: Loeb C476 Fridays immediately following class as needed 613-740-1965 samuel.schwisberg@redcross.ca StudentsRead MoreAdasdasda754 Words   |  4 Pagesin every constituency, in cities, in seaside towns... Save Paper Energy For Sustainable Management: Unit 3 Assignment able to produce as much useful energy as they consume, the break-even point. Sustaining reactions that produce enough energy to make them a commercially viable power... Save Paper The Sustainability Of Bws Under Philippine Laws Sustainability of BWS under Philippine Laws (A Position Paper) The case of People v. Genosa in 2004 was a landmark case that allowed for the PhilippineRead MoreInland National Bank788 Words   |  4 Pagesmiller (manager) employees / labor unions customers old neighborhood (Rockdale) poor neighborhood (N. Madison) secondarystakeholders local government /city ofï ¬ cials Sheila Thomas (city council member) media state federal banking ofï ¬ cials state banking commissioner newly appointed by the governor heard public’s opinion general public picketers, etc. ? QUESTION if INB decides to close one or both of the branch banks, how will the business-government-society relationship comeRead MoreEssay on Double Jeopardy - the 5th Amendment1179 Words   |  5 PagesConstitutional Law Unit 8: Double Jeopardy Jesely Rojas July 13th, 2010 â€Å"The 5th Amendment is an old friend and a good friend, one of the great landmarks in mens struggle to be free of tyranny, to be decent and civilized.† William O. Douglas Prepare a paper analyzing why, under certain circumstances, two state trials in two different states for the murder of the same person will not violate the Double Jeopardy Clause of the U.S. Constitution.   Also, analyze why, under certain circumstancesRead MoreA Bachelor of Commerce1243 Words   |  5 PagesDevelopment assignment TABLE OF CONTENTS 1. Introduction- field of study (PAGE 1) 2. Purpose and key functions (PAGE 2) 3. Characteristics of employees in this field (PAGE 3) 4. Top Companies in this field (PAGE 4 AND 5) 5. Current trends in the industry (PAGE 6) 6. Career opportunities in this field (PAGE 7) 7. Conclusion (PAGE 8) 8. References (PAGE 9 AND 10) 1. INTRODUCTION- FIELD OF STUDY The field of study being discussed in thisRead MoreCase Study : The Financial Crisis1084 Words   |  5 PagesEnterprise and Social Responsibility Renato Passos 21271774 Assignment 1 – Case Study: The Financial Crisis The purpose of this case study is to provide an introduction to business ethics. The first section of the assignment is an overview of the stakeholders. The second part is the description of an utilitarian perspective and how it should be applied on the case study. This is followed by the definition of the three ‘maxims’, clashes of rights and two normatives theories examined and appliedRead MoreBuilding a Market Economy in India1521 Words   |  7 PagesASSIGNMENT ON BUILDING A MARKET ECONOMY IN INDIA THE RISE OF ISLAMIC BANKING IN PAKISTAN Prepared for: Prof. Dr. Masud Rahman Prepared by: Gazi Md. Ali Zafar Roll-1003013 BANGLADESH UNIVERSITY OF PROFESSIONALS Mirpur Cantonment, Dhaka-1216 BUILDING A MARKET ECONOMY IN INDIA 1. What were the features of pre reform India and what were the justifications of that? Answer: The features of pre reform India were as following: a) The economic system that developed in IndiaRead MoreDoes United States Need A Central Banking System?1740 Words   |  7 PagesDoes United States need a central banking system? The answer is in negation. Especially for the economy like that of United States, presence of a central banking system in place makes very less sense. There have been researches done on the subject ever since US became the superpower during early 20th century (investopedia). Most of these favor the existence of the central banking policy based on worldwide perspective and the motive with which Federal banking laws are implied. However, on the practicalRead MoreHow Will The Frontier Be Affected By A Positive Change?1274 Words   |  6 PagesQuestion One a. Why is the PPF concave to the origin? The production possibilities frontier is concave to the origin as it represents the increase opportunity goods along with the outputs of goods which is increasing. This is due to the law of opportunity goods – with one increase or production, an increase in opportunity costs follows (Layton, Robinson and Tucker, 2016). b. How will the frontier be affected by a positive change in technology for the product on the horizontal axis? The points representedRead MoreTort and Social Media5492 Words   |  22 PagesLEG 100 – Business Law I COURSE DESCRIPTION Examines the legal environment of business, the sources of American law, and the basis of authority for government to regulate business. Provides a survey of tort law, contracts and the UCC, and the federal and state courts. INSTRUCTIONAL MATERIALS Required Resources Bagley, C. E. (2013). Managers and the legal environment (7th ed.). Mason, OH: South-Western Cengage Learning. Supplemental Resources Short, J. L. (2012). The political turn in American

Mentoring Paper - 1131 Words

There are many ways to design a mentoring program depending on the type of business you are in and what you are trying to accomplish by a mentoring program. I personally would base my mentoring program around the auto industry. With the auto industry I would begin with all the front line supervisors. I first feel a mentor is a good coach that is able to teach a specific skill to others no matter what their background knowledge is in the area. Also I feel a good mentor must challenge the mentoree and take them out of their comfort zone. In designing a mentoring program my main focuses would be make everyone familiar with the organizations norms and culture, the mentor must show the mentoree the company culture, the mentor must†¦show more content†¦Mentoring allows you to strengthen your coaching and leadership skills by working with individuals from different backgrounds and with different personality types. I personally take any chance I get to shadow upper management, tak e on extra meetings in place of my boss when he is unavailable to get my name and face out there. This also allows me to get another take on different leadership skill as I mentioned above from managers of all levels at work. The growth is always there for people willing to take the extra step to get there. Overall I feel a good leader that wants to become a mentor must have the desire to help others. This person must be interested in helping others succeed. Another trait to have to become a good mentor is they must have positive experiences to share. If a mentor can share their experiences they may be able to paint a better picture while teaching. Any person that has prior experience helping others would also make a good mentor. An experienced person who has a good reputation for helping others develop their skills will make a good mentor. When becoming a mentor he/she must have the time and mental energy to devote to the relationship; you should now become a team. Some examples of leaders that I feel would make poor mentors are leaders that are not committed to the mentor program. If they are not committed they will not help the situation. A leader must be dedicated in helping theShow MoreRelatedReflection Paper About Mentoring1695 Words   |  7 PagesMentoring: Perspectives from t he Protà ©gà ©s My life, admittedly, has been one of grace and privilege. I was born into a loving home and grew up attending church with my mother and two sisters. My father, while unsaved, was exemplary in his provision for our family. To date, I have attended three excellent institutions of higher education and currently am serving full-time within a ministry of consequence - one that actively seeks to make disciples both locally and internationally. Throughout my lifeRead MoreResearch Paper on Organizational Culture Mentoring2161 Words   |  9 PagesResearch paper On Organizational culture amp; mentoring SUBMITTED BY: Anora Muriel dsilva Class: MBA (IB) INDEX TOPIC | PAGE NUMBER | Introduction | 2 | Why do we study organizational culture | 2 | Levels of organizational culture | 3 | Consequences and implication of organizational culture | 4-5 | Research findings on organizational culture | 5 | Mentoring | | Introduction | 5 | Functions of Mentoring | 5 | Characteristics of a good mentor | 6 | Personal and organizational implicationsRead MoreMentor And Mentee Relationships From The Army1320 Words   |  6 PagesMentor and Mentee Relationships in the Army Matthew P. Styles 24 October 2017 Abstract In this paper I will be discussing the dynamic and effects of the mentorship relationship in relation to the Army. I will accomplish this by using Army doctrine and personal experience. First I will explain mentorship as defined by the Army. I will then discuss the characteristics of a mentorship relationship. I will cover the basic principles to be used to define the relationship. Next I will discuss considerationsRead MoreMentoring Youth Programs : A Part Of Human Services1820 Words   |  8 PagesMentoring Youth Programs: A Part of Human Services Introduction There is a broad range of factors that might make the youth of any ethnicity to participate in antisocial behaviors. Notably, these factors include young people’s own feelings, family relationships and being brought up in communities with widespread alcohol and violence. In addition to this, young people engage in antisocial behaviors if they have been exposed to poor health, substance abuse, poor-quality housing as well as poor healthRead MoreWhat Makes A Successful School Base Mentor Program?897 Words   |  4 Pagesconsideration the need for a leadership, encouraged program. A school-based mentoring program must have a logical model theory that states, and encourages positive actions and outcomes. A clear mission, with goals, and an exit plan is needed. Internal and external factors will influence the program’s effectiveness and they need to be taken into consideration when building a model program. The end goal for a school-based mentoring program is to achiev e meaningful and measurable results. It is importantRead MoreBecoming a Mentor908 Words   |  4 Pagesfor a child or that itll never work out for a troubled delinquent but based on the research Ive done, I have proven them wrong. Through-out this paper I will provide the pros and cons of mentoring and how they affect both mentor and mentee. To back up my proposal that mentoring is supporting, I will supply examples to answer the question: Is mentoring really important? What is a mentor and what is their goal? A mentor is a man or woman who takes the time to spend a certain amount of hours with aRead MoreStudent Mentorship Program For The Community College Essay1463 Words   |  6 PagesStudent Mentoring in the Community College Student Population Served Student Success is now considered a vital element in the community college role. We must teach our students, and equipped them with skills to achieve their educational goal, as well as their career goals thereby, surviving in the workplace. Therefore, I am proposing a student mentorship program that targets all students enrolling at Mohave Community College (MCC). The program will encourage participation from the concurrent enrolledRead MoreMentoring in the Workplace2337 Words   |  10 Pagespurpose of this paper is to explain exactly what mentoring is and how it successful works within the workplace environment. Using support from various scholarly articles, I was able to discuss define the concept of mentoring and how it relates within the workplace setting. Using this concept, I establish the role of the mentor and mentee in regards to the mentor relationship, and explain how their roles have an impact on the outcome of the relationships itself. Within this paper you are introdu cedRead MoreWhat Makes A Mentor?2387 Words   |  10 Pagesguidance. This guidance should come from one who offers effective mentoring through â€Å"practical support, pedagogical support, personal support, and psychosocial support† between both the mentor and the mentee (Gillies). Furthermore, practical support is considered finding a goal, acquiring knowledge about that goal, and planning tasks or creating strategies to accomplish a goal (Gillies). One of the most potent practices of mentoring is flexibility in attitude, â€Å"The ability to adjust to a meet a varietyRead MoreDissertation on Retention8249 Words   |  33 PagesManagement Decision Emerald Article: A reconceptualization of mentoring and sponsoring Earnest Friday, Shawnta S. Friday, Anna L. Green Article information: To cite this document: Earnest Friday, Shawnta S. Friday, Anna L. Green, (2004),A reconceptualization of mentoring and sponsoring, Management Decision, Vol. 42 Iss: 5 pp. 628 - 644 Permanent link to this document: http://dx.doi.org/10.1108/00251740410538488 Downloaded on: 26-10-2012 References: This document contains references to 54 other

Review of “Berger Queen” by Erin Sharp Free Essays

In her essay, â€Å"Berger Queen†, freelance writer Erin Sharp expounds on her experience working at McDonald’s. Sometimes seen as a less than desirable occupation, Sharp defers and states that this has been the most enjoyable job that she’s had. She opens her essay this way, in paragraph one, in narrative fashion. We will write a custom essay sample on Review of â€Å"Berger Queen† by Erin Sharp or any similar topic only for you Order Now The rest of the essay is narrative with use of illustration by examples. The paragraphs that show illustration are three, four, five, six, and seven (all of the body paragraphs). Paragraph three uses the example of children passing notes to McDonald’s employees to pass on to Ronald McDonald, proving her point that McDonald’s is a favorite spot for most children. Paragraph four and five support the point that most adults lack respect for McDonald’s employees, going so far as to try to get free food from them, arguing over ten cent increases, and just acting absolutely ridiculous by doing things such as complaining about cold food an hour after it was served and demanding that accommodations be made for an item that was not on the menu (ie†¦lunch item during breakfast). Paragraph six goes on to further explain how adults treat McDonald’s employees with such a lack of respect and just how foolish people can really by. Sharp recalls a woman sitting in the drive thru eating her pancakes and sausage at the drive thru window while several vehicles sat behind her honking during a 90 second or less guarantee day. The essay ends on a brighter note, with the reassurance that all of McDonald’s customers do not treat the employees with a lack of respect; there are groups who look forward to coming to McDonalds every day to have their coffee and social time. How to cite Review of â€Å"Berger Queen† by Erin Sharp, Papers

Playing Rodeo Essay Example For Students

Playing Rodeo Essay As the days grow longer, the Kansas wind gets warmer, and the school year draws to a close, the thoughts of ranchers and would-be cowboys in Chase County and the surrounding communities turn to rodeo, specifically the Flint Hills Rodeo. The oldest consecutive rodeo of June, the Flint Hills Rodeo draws thousands of spectators from near and far. This two-day event is an experience that is not easily forgotten. The Flint Hills Rodeo is an important yearly event with roots deeply embedded in Chase County history. It is said that in the 1930s, the children of E.C. Roberts, including Cowgirl Hall of Fame inductee Marjorie Roberts and her brothers, rodeo stars Ken and Gerald, used to play rodeo on their ranch using their familys livestock. Gradually, local interest in these impromptu performances grew, and in 1937, Roberts, his son Ken, and his son-in-law Eddie Boysen staged what is widely considered to be the first professional rodeo in Chase County. At that time, no rodeo facilities existed, so Roberts offered the use of the big corral on his ranch located two miles west of Strong City. The event was such a rousing success, the Flint Hills Rodeo Association was formed the following year and plans were made to continue the Flint Hills Rodeo annually (FlintRodeo, 348). The early years were quite exciting, and the citizens of Chase County embraced the Flint Hills Rodeo. According to longtime resident Edith Edwards Kutz, it was community spirit and hard work that got the rodeo off the ground: At the start, we all took cars and went around to towns throughout the state, putting up posters, honking horns and just letting people know we were having a rodeo (Collection 24). During the weekend event, many residents of Strong City and the neighboring towns invited the cowboys, rodeo clowns, and wild west show performers into their homes. Mrs. Kutz remembers hosting Spike Bronson, a rodeo clown, and his wife, Connie: After every ride, Connie and I spent our time washing those large Levis and trying to dry them in front of the oven (24). Despite the vast amount of work and volunteer effort required to maintain such a large endeavor, the Flint Hills Rodeo nevertheless quickly attracted local and national attention, and the crowds grew larger every year. The arena at Strong City on Highway 50 is a familiar landmark to the people of Chase County, yet the Flint Hills Rodeo started in much more humble surroundings. In 1938, a more permanent home was constructed at the Roberts ranch; the work was donated by men of the Chase County community, and the result was an arena that was used from 1938-1940. By 1941, new rodeo grounds were developed one mile west of Strong City. Improvements included a public address system and factory-made portable bleachers capable of accommodating the swelling crowds. However, in 1947, Highway 50 was relocated through part of Strong City, leading to yet another move for the Flint Hills Rodeo. Twenty acres adjacent to Highway 50 were purchased, and necessary structures such as a permanent arena, buckout chutes, catch pens, and concession stands were added and maintained, resulting in a well-built facility that is still used today (Flint, 348). From its inception, the Flint Hills Rodeo has been sanctioned by yprofessional rodeo organizations, and today it is recognized as an important competitive rodeo by the PRCA, the Professional Rodeo Cowboys Association. It has consistently attracted well-known rodeo stars since its beginning. In 1939, when asked what big-name stars were expected at the rodeo, held that year on May 20th and 21st, Ken Roberts replied, Theyll all be here because theyll be on their way from the rodeo May 12-14 at Dodge City to the rodeo at Fort Smith, Ark, on May 27-29. The Strong City dates are in between and will provide another rodeo for the professional riders. Yes, theyll all be here (Big). More recently, well-known rodeo names such as Tuff Hedemann, Monty Hawkeye Henson, and local standout Jason Lahr have thrilled rodeo crowds as they participated in events such as roping, dogging, and riding broncs and bulls. .u401dec712fab2b943d436f2b424d0507 , .u401dec712fab2b943d436f2b424d0507 .postImageUrl , .u401dec712fab2b943d436f2b424d0507 .centered-text-area { min-height: 80px; position: relative; } .u401dec712fab2b943d436f2b424d0507 , .u401dec712fab2b943d436f2b424d0507:hover , .u401dec712fab2b943d436f2b424d0507:visited , .u401dec712fab2b943d436f2b424d0507:active { border:0!important; } .u401dec712fab2b943d436f2b424d0507 .clearfix:after { content: ""; display: table; clear: both; } .u401dec712fab2b943d436f2b424d0507 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u401dec712fab2b943d436f2b424d0507:active , .u401dec712fab2b943d436f2b424d0507:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u401dec712fab2b943d436f2b424d0507 .centered-text-area { width: 100%; position: relative ; } .u401dec712fab2b943d436f2b424d0507 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u401dec712fab2b943d436f2b424d0507 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u401dec712fab2b943d436f2b424d0507 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u401dec712fab2b943d436f2b424d0507:hover .ctaButton { background-color: #34495E!important; } .u401dec712fab2b943d436f2b424d0507 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u401dec712fab2b943d436f2b424d0507 .u401dec712fab2b943d436f2b424d0507-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u401dec712fab2b943d436f2b424d0507:after { content: ""; display: block; clear: both; } READ: The Dead EssayThe charm of the Flint Hills rodeo also lies in the many extra features that rodeo weekend offers. One of

The Patterns of Brain Imaging Looking for the Answers

World War II and Operation Vengeance

World War II and Operation Vengeance During the Pacific conflict in World War II, American forces conceived a plan to get rid of Japanese commander Fleet Admiral Isoroku Yamamoto. Date Conflict Operation Vengeance was conducted on April 18, 1943, during World War II (1939-1945). Forces Commanders Allies Admiral William Bull Halsey16 Lockheed P-38G Lightnings Japanese Admiral Isoroku Yamamoto2 G4M Betty bombers, 6 A6M Zero fighters Background On April 14, 1943, Fleet Radio Unit Pacific intercepted message NTF131755 as part of project Magic. Having broken the Japanese naval codes, US Navy cryptanalysts decoded the message and found that it provided specific details for an inspection trip that the Commander-in-Chief of the Japanese Combined Fleet, Admiral Isoroku Yamamoto, intended to make to the Solomon Islands. This information was passed to Commander Ed Layton, the intelligence officer for the Commander-in-Chief of the US Pacific Fleet, Admiral Chester W. Nimitz. Meeting with Layton, Nimitz debated whether to act on the information as he was concerned that it might lead the Japanese to conclude that their codes had been broken. He was also concerned that if Yamamoto was dead, he might be replaced with a more gifted commander. After much discussion, it was decided a suitable cover story could be devised to alleviate concerns regarding the first issue, while Layton, who had known Yamamoto before the war, stressed that he was the best the Japanese had. Deciding to move forward with intercepting Yamamotos flight, Nimitz received clearance from the White House to move forward. Planning As Yamamoto was viewed as the architect of the attack on Pearl Harbor, President Franklin D. Roosevelt instructed Secretary of the Navy Frank Knox to give the mission the highest priority. Consulting with Admiral William Bull Halsey, Commander South Pacific Forces and South Pacific Area, Nimitz ordered planning to move forward. Based on the intercepted information, it was known that on April 18 Yamamoto would be flying from Rabaul, New Britain to Ballale Airfield on an island near Bougainville. Though only 400 miles from Allied bases on Guadalcanal, the distance presented a problem as American aircraft would need to fly a 600-mile roundabout course to the intercept to avoid detection, making the total flight 1,000 miles. This precluded the use of the Navy and Marine Corps F4F Wildcats or F4U Corsairs. As a result, the mission was assigned to the US Armys 339th Fighter Squadron, 347th Fighter Group, Thirteenth Air Force which flew P-38G Lightnings. Equipped with two drop tanks, the P-38G was capable of reaching Bougainville, executing the mission, and returning to base. Overseen by the squadrons commander, Major John W. Mitchell, planning moved forward with the assistance of Marine Lieutenant Colonel Luther S. Moore. At Mitchells request, Moore had the 339ths aircraft fitted with ships compasses to aid in navigation. Utilizing the departure and arrival times contained in the intercepted message, Mitchell devised a precise flight plan that called for his fighters to intercept Yamamotos flight at 9:35 AM as it began its descent to Ballale. Knowing that Yamamotos aircraft was to be escorted by six A6M Zero fighters, Mitchell intended to use eighteen aircraft for the mission. While four aircraft were tasked as the killer group, the remainder was to climb to 18,000 feet to serve as top cover to deal with enemy fighters arriving on scene after the attack. Though the mission was to be conducted by the 339th, ten of the pilots were drawn from other squadrons in the 347th Fighter Group. Briefing his men, Mitchell provided a cover story that the intelligence had been provided by a coastwatcher who saw a high ranking officer boarding an aircraft in Rabaul. Downing Yamamoto Departing Guadalcanal at 7:25 AM on April 18, Mitchell quickly lost two aircraft from his killer group due to mechanical issues. Replacing them from his cover group, he led the squadron west out over the water before turning north towards Bougainville. Flying at no higher than 50 feet and in radio silence to avoid detection, the 339th arrived at the intercept point a minute early. Earlier that morning, despite the warnings of local commanders who feared an ambush, Yamamotos flight departed Rabaul. Proceeding over Bougainville, his G4M Betty and that of his chief of staff, were covered by two groups of three Zeros (Map). Spotting the flight, Mitchells squadron began to climb and he ordered the killer group, consisting of Captain Thomas Lanphier, First Lieutenant Rex Barber, Lieutenant Besby Holmes, and Lieutenant Raymond Hine to attack. Dropping their tanks, Lanphier and Barber turned parallel to the Japanese and began to climb. Holmes, whose tanks failed to release, turned back out to sea followed by his wingman. As Lanphier and Barber climbed, one group of Zeros dove to attack. While Lanphier turned left to engage the enemy fighters, Barber banked hard right and came in behind the Bettys. Opening fire on one (Yamamotos aircraft), he hit it several times causing it to roll violently to the left and plummet into the jungle below. He then turned towards the water seeking the second Betty. He found it near Moila Point being attacked by Holmes and Hines. Joining in the attack, they forced it to crash land in the water. Coming under attack from the escorts, they were aided by Mitchell and the rest of the flight. With fuel levels reaching a critical level, Mitchell ordered his men to break off the action and return to Guadalcanal. All of the aircraft returned except Hines which was lost in action and Holmes who was forced to land in the Russell Islands due to a lack of fuel. Aftermath A success, Operation Vengeance saw the American fighters down both Japanese bombers, killing 19, including Yamamoto. In exchange, the 339th lost Hines and one aircraft. Searching the jungle, the Japanese found Yamamotos body near the crash site. Thrown clear of the wreckage, he had been hit twice in the fighting. Cremated at nearby Buin, his ashes were returned to Japan aboard the battleship Musashi. He was replaced by Admiral Mineichi Koga. Several controversies quickly brewed following the mission. Despite the security attached to the mission and the Magic program, operational details soon leaked out. This began with Lanphier announcing upon landing that I got Yamamoto! This breach of security led to a second controversy over who actually shot down Yamamoto. Lanphier claimed that after engaging the fighters he banked around and shot a wing off the lead Betty. This led to an initial belief that three bombers had been downed. Though given credit, other members of the 339th were skeptical. Though Mitchell and the members of the killer group were initially recommended for the Medal of Honor, this was downgraded to the Navy Cross in the wake of the security issues. Debate continued over credit for the kill. When it was ascertained that only two bombers were downed, Lanphier and Barber were each given half kills for Yamamotos plane. Though Lanphier later claimed full credit in an unpublished manuscript, the testimony of the lone Japanese survivor of the battle and the work of other scholars supports Barbers claim. Selected Sources World War II Database: Operation VengeanceUS Naval Institute: Operation Vengeance

How is Antiretroviral Drug Resistance in Adult HIV-1 Infection tested Assignment

How is Antiretroviral Drug Resistance in Adult HIV-1 Infection tested - Assignment Example The purpose of this research is to find out how the Antiretroviral Drug Resistance in Adult HIV-1 Infection tested and the best way to combat opportunistic diseases before they fully engulf the human body system.  The purpose of this research is to find out how the Antiretroviral Drug Resistance in Adult HIV-1 Infection tested and the best way to combat opportunistic diseases before they fully engulf the human body system.  The outcome is meant to have a positive impact on the future development of a cure drug. The drug is, however, will be expensive due to the extensive research cost incurred.   The evidence of a high number of deaths due to HIV-1 infection after a short period of time, regardless of being under antiretroviral drugs in various countries of the world. Many scholars need to develop approaches to test other emerging threats like Ebola.The research question is beneficial to a wide range of people. Most people, regardless of their profession understand the threat p osed by the HIV-1 infectious ailment. They, therefore, need to understand how the current Antiretroviral Drugs cannot make the life of an infected individual bearable and prolonged. The most people to benefit from this research are new medical research officers. These people have a mandate to ensure all possibilities are exploited and a better cure is found. As Biblically, God does not give the man any test they cannot handle. Every faith testing God keeps in the place He offers a response with a few steps of struggle.

Human Resource Management history Assignment Example | Topics and Well Written Essays - 1500 words

Human Resource Management history - Assignment Example Academics have responded positively to meet the challenges raised by the globalization of business by investigating a number of issues and problems related to international business. They have attempted to examine management from a cross-national viewpoint. This comparison of HRM policies and practices at a national level helps to test the convergence-divergence thesis. The typical questions pursued by comparative researchers are: (1) how is HRM structured in individual countries. (2) What strategies are discussed (3) What is put into practice (4) What are the similarities and differences (5) What is the influence of national factors such as culture, government policy, and education systems This paper assumes that the team members are not in close proximity to each other and the team leader might not always be in the same place as the team. The cross-cultural team consists of at least three different nationalities, with one member from the UK, one from South Asia and one from Eastern Europe. This paper also assumes that members of the team will differ in the three major values of power distance, uncertainty avoidance and human orientation. Strategies Both tangible and intangible dimensions of human resources are essential in developing a global competitive personnel profile that is unique, valuable, difficult to replicate, and provides the organization with a sustainable competitive advantage. Tangible human resource dimensions relate to the process, procedures, and systems established to identify, select, train, motivate, and retain the most competent personnel in the organization. Alternatively, intangible dimensions of human resources include the culture, learning capability, innovativeness, and collective action of the employees. Leveraging a firm's internal resources across its global network requires competent boundary-spanning managers developed within the firm's strategic global human resource management (SGHRM) system. Performance management requires managers to review regularly, with their teams and the individuals reporting to them, performance in relation to agreed objectives, the factors that have affected performance and the development and training needs that emerge from this analysis. Expatriates, having been socialized and developed in the headquarters, possess an intimate knowledge of the firm's internal resources, both in terms of their tangible and intangible dimensions, therefore, it is proposed: Proposition 1. If the firm's internal resources are critical for creating and sustaining a competitive advantage against rivals in a foreign market, then the global organization will assign management of that

Tourism and environment in conflict Essay Example | Topics and Well Written Essays - 1000 words

Tourism and environment in conflict - Essay Example Thus on one hand where the industry is hailed as a key contributor to the country’s economy and boosting its growth and development, on the other it is blamed by environmentalists and other stakeholders as responsible for single handedly destroying and depleting the natural resources (Huebner, 2010). Both sides of the arguments are valid and hold credibility considering the vast amount of evidence available in the form of research conducted over the years. This indicates a dire conflict between two of the most critical elements of the society. The tourism industry, unlike the other industries relies solely on the use of the natural resources to lure and attract consumers. The natural environment hence, forms a very integral part of the trade which is exposed to the public. The increase in tourism incidentally leads to an increase in common tourist activities such as shopping, dining, which are often created in the midst of nature so as to afford a fine sight-seeing experience for the consumers. Such activities significantly increase the risk of destruction and depletion of natural resources and damage the surrounding environment and bio-diversity (Brebbia and Pineda, 2010; Leigh, Webster, and Ivanov, 2012). The fact that tourism has caused a gradual yet steady deterioration of the environment has been accepted lately due to the increasing evidence asserting the same. Tourism has consistently contributed to the rise in industrial wastes. According to reports tourism generates significant amount of waste due to increased human activities in the surrounding area. It has also caused a radical shift in climate due to increased traffic leading to air pollution. Since the tourism is highly dependent on consumers, increased tourist activities are inevitable. Any effort to reduce or eliminate the production of waste and protect the environment is hence likely to be futile mainly due to the sheer size of the industry (Sharpley, 2009; Scott, Hall, and Gossling, 201 2). The deterioration of the environment due to increase in tourism is a paradox faced by the industry since the availability of clean and orderly environment is one of the key pre-requisites for the tourism industry to thrive. The industry on one hand strives to co-ordinate the two diverse yet inter-related causes – that of promoting tourism and safeguarding the very natural resources it endorses as a bait to attract more consumers. The tourism industry is hence entrusted with the burden of balancing the act of protecting the environment by keeping it clean and retaining its purity, and at the same time use it as its USP (Unique Selling Point) in attracting more consumers. This indicates a conflict of interest between the tourism industry and the environment whereby the wider social cause of environment protection is sacrificed in exchange for capital gains. The conflicting relationship between tourism and natural environment can be rectified to a certain extent by coordinat ing and controlling the impact of tourism activities on the environment. This issue is confronted by two diverse perspectives i.e. ethical and economic whereby the significance and gravity of neither of the two can be denied or ignored. It is highly impossible to ignore the contribution of tourism in ensuring protection of the environment and vice versa. However it is of crucial significance to ensure that the thin line between ethical and commercial objectives of the trade is not overlooked in favor of profits. Incidences such as illegal

Pest Analysis Of The Bae Company Finance Essay

Pest Analysis Of The Bae Company Finance Essay This article want to analysis the five-year of financial data which from 2004 to 2008 of BAE ,in order to understand the companys business profitability and development capacity and found the further possibility to enhance the utilization efficiency of it ,so that to promote the investment activities of the enterprises business goal of maximizing value in accordance with a benign operation. Instruction BAE Systems is the merger of British Aerospace (BAE) and Marconi Electronic Systems (Marconi Electronic Systems) which was established in November 1999. In September 2004 BAE Systems acquired Alvis Vickers and merged it with its RO Defence ordnance division to form BAE Systems Land Systems.In June 2005 BAE Systems acquired United Defense and reorganised its land systems businesses into BAE Systems Land and Armaments, with Land Systems and Land Systems Hà ¤gglunds as subsidiaries of this U.S. based operating group. It is an international company engaged in the development,delivery and support of advanced defence and aerospace systems in the air,on land,at sea and in space. In 1999 the net sales of the company was 89.29 billion pounds (14.449 billion U.S. dollars)of which military sales was 5.837billion pounds. In 2000, it becamed the third of the worlds 100 largest military companies. Now, the company employed more than 100,000, and annual turnover of the company is 12.3 billion pounds and orders amounted to 37.5 billion pounds. PEST analysis of the BAE company 1.Politics. BAE Systems is a global company which conducts business in a number of regions, including the Middle East.Sales market over more than 130 countries, this brought great opportunities to the company. However,Government regulations and administrative policies of some countries could change quickly and restraints on the movement of capital could be imposed; governments could expropriate the Groups assets; burdensome taxes or tariffs could be introduced; political changes could lead to changes in the business environment in which the Group operates; and economic downturns, political instability and civil disturbances could disrupt the Groups business activities. New threats and conflict arenas are placing unprecedented demands on military forces and presenting BAE Systems with new challenges and opportunities to assist those forces in meeting changing defence and security needs.( Susana Callao,2007) 2.Economic and Society Global passenger traffic is forecast to increase by approximately 5% per year. Strong growth is expected in Asia and the Middle East and lower growth in the more mature North American and European markets. The market for large commercial jets is forecast to continue to grow on the back of rising passenger travel. Annual revenue passenger kilometres (RPKs) are forecast to grow by approximately 5% through to 2023 creating an expected average demand of some 830 aircraft deliveries a year. The US represents over 45% of the total forecast global defence spend (including equipment, personnel and operating costs) to 2010. Defense and transport development brings a huge market demand for the BAE. 3.Technology BAE Systems has played an important role in transatlantic,most notably has advanced technology in the M777 howitzer and F-35 Joint Strike Fighter programmes. The US and the UK have a long history of defence industrial cooperation that has provided significant benefits to both countries.In todays environment of coalition operations it would be the advantage of both governments and defence industries to allow and,indeed, to encourage freer technology sharing between the UK and the US. For BAE Systems an improved technology sharing environment would enable its engineers and scientists in the US and the UK to collaborate more effectively,and bring together their collective skills and expertise to the benefit of its two major customers, the UK and US governments,as well as to its shareholders. Review and anlaysis of company stratey 1.Pricing policiys. BAE companys major pricing policy is before business sales occure sign fixed price contracts with clients. Large part of the companys sales come from fixed-price contract. Because the companys largest partner is the United States, the U.S. team a great need for defense products, so the business mainly occure in sectors such as government troops, using a fixed-price sales contracts to ensure fixed sales and also to simplify transactions. 2.Market position.BAE Systems has major operations across five continents and customers in some 130 countries. Global businessof the company is based around six home markets in US, Saudi Arabia Australia, Sweden ,South Africa, and the UK. It is the worlds second-largest defense company and the third-largest Airlines defense and also the third-largest electronics Airlines. 3.Comparison with that of its competitors. The Groups business is subject to Significant competition. Most of the Groups businesses are focused on the defence industry and subject to competition from national and multi-national arms with substantial resources and capital, and many contracts are obtained through a competitive bidding process.( Tim Sutton,2004)The Groups ability to compete for contracts depends to a large extent on the effectiveness and innovation of its research and development programmes, its ability to offer better programme performance than its competitors at a lower cost to its customers, and the readiness of its facilities, equipment and personnel to undertake the programmes for which it competes. 4.Development Strategy of BAE Systems BAE Systems is a large international companies who has the responsibilities to its clients shareholders, employees and partners.Its strategy goal is to maximize the interests of shareholders. In order to achieve the companys strategic goals, the Board promotes to enhance the companys culture atmosphere and establish Operational Framework. .That is based on principles of good governance, aset of definitions, values, policies and processes that guide the companys work and behaviour, and a uesful system of delegated authority(David Tyrrall,2007). In order to realise the management of the companys business and deliver their strategy,the Operational Framework covers all wholly andmajority-owned businesses and describes the Groups mehods to its organisation, culture which including ethical principles of business conduct, values and governance framework vision, delegated authorities , and corebusiness processes. Financial Analysis for BAE Systems Industry Analysis In the global aerospace and defense industries Europe accounts for 19.6% of the global markets value. In 2004 the European aerospace and defense market grew by 0.9% which reached a value of $249.9 billion. The civil aerospace sector generated the second largest revenues in 2004, reaching a value of $62.3 billion, equivalent to 24.9% of the markets value.In the next five years, it is expected to be greatly growth. By 2009, the market is forecast to reach a value of $278.2 billion, which equates to a CAGR of 2.2% in the 2004-2009 period, higher than the global market as a whole. However, Asia-Pacific will see spending rise by 4% per annum while the US market is predicted to decline with a 0.6% rate over the same period.During thie time the third biggest aerospace and defense company it will also play an increasingly important role in operation and management in the future. BAE Systems recorded revenues of $20 billion during the fiscal year 2005, an increase of 25% over 2004. The operating profit of the company was $1.6 billion during fiscal year 2005, an increase of 16.3% over 2004. The net profit was $1 billion in fiscal year 2005, compared to a net profit of $5.5 million in fiscal 2004.Rolls Royce is the leading player in the global civil aerospace, defense aerospace, marine and energy markets. Compared to BAE systemss business performance, Rolls Royce company recorded revenues of $7.4 billion during the fiscal year 2005, an increase of 5.2% over 2004. The increase was primarily attributable to an increase in revenues from the companys civil aerospace division. The operating profit of the company during fiscal 2005 was $397.5 million, an increase of 43.5% over fiscal 2004. The European aerospace and defense market generated total revenues of $234.9 billion in 2005, this representing a compound annual growth rate (CAGR) of 1.3% for the five-year period spanning 2002-2006. The US and Asia-Pacific markets grew over the same period with CAGRs of 6.7% and 3.4% respectively, to reach the values of $502.6 billion and $157.2 billion in 2006. BAE systems occupies an important position in the industry. In the whole industry it can realized its business very well. The following financial analysis is to analyze 2004 to 2008, the specific circumstances of these years. Here collect the relevant data of the BAE for five years. These data which is important can best reflects the companys operation. The preparation of data sheets is as follow. The following analysis mairly use dynamic ratio of fixed base method and ues the data of 2004 as a fixed base period to analyze the indicators. FINANCIAL STATEMENTS Five-year summary Income statement à ®- ³ à ®- ³ à ®- ³ à ®- ³ à ®- ³ 2008 2007 2006 2005 2004 Sales including Groups share of equity accounted investments 4,459 3,916 4,007 3,697 3,063 Electronics,IntelligenceSuppo rLandArmaments 6,407 3,538 2,115 1,270 482 Programmes Support 4,638 5,327 4,615 4,660 International 3,333 3,359 3,428 3,138 Programmes 2219 Customer Solutions Support 2,856 Integrated Systems Partnerships 2,022 HQ Other Businesses 235 243 295 471 464 Intra-operating group sales (529) (673) (695) (655) (417) 18,543 15,710 13,765 12,581 10,689 Underlying EBITA6 (restated) Electronics, Intelligence Support 506 437 429 324 256 Land Armaments 566 324 168 86 (8) Programmes Support 491 456 331 261 International 35 435 412 403 Programmes 10 Customer Solutions Support 497 Integrated Systems Partnerships 95 HQ Other Businesses (101) (203) (146) (117) (50) 1,897 1,449 1,194 957 800 Profit/(loss) on disposal of businesses 238 40 13 (4) Uplift on acquired inventories (12) (44) EBITA5 2,135 1,477 1,207 909 800 Amortisation and impairment of intangible assets (424) (297) (139) (122) (110) Finance costs including share of equity accounted investments 697 93 (174) (196) (132) Profit before taxation 2,408 1,273 894 591 558 Taxation expense including shar e of equity accounted investments (640) (373) (248) (147) (219) Profit for the year from continuing operations 1,768 900 646 444 339 Profit/(loss) for the year from discontinued operations 22 993 111 (336) Profit for the year 1,768 922 1,639 555 3 Balance sheet Intangible assets 12,306 9,559 7,595 8,217 6,115 Property, plant and equipment, and investment property 2,558 1,887 1,869 1,922 1,901 Non-current investments 1,040 787 678 1,730 1,535 Inventories 926 701 395 485 498 Payables (excluding cash on customers account) less receivables (5,866) (5,373) (4,298) (4,596) (3,891) Other financial assets and liabilities 240 52 6 (7) Retirement benefit obligations (3,365) (1,629) (2,499) (4,101) (3,210) Provisions ( 845) (809) (695) (718) (491) Net tax 256 63 648 1,012 876 Net cash/(debt) 39 700 435 (1,277) (668) Disposal groups held for sale 64 137 Minority interests (55) (36) (17) (16) (10) Total equity attributable to equity holders of the parent 7,234 5,966 4,117 2,788 2,655 Financial statement and cash flow analysis, After the 2003 recession, Europes aerospace industry will experience a steady growth phase. As prediction, there will be a 3.9% annually growth, which is also reflected in BAE Systems financial report after 2004. Profitability Analysis Profitability mainly in Revenues ,Sales, Operating profit, Order book, Return on sales, Net cash, and Cash inflow from operating activitie. The company recorded revenues of $20 billion during the fiscal year ended December 2005, an increase of 25% over 2004. The operating profit of the company was $1.6 billion during fiscal year 2005, an increase of 16.3% over 2004. The net profit was $1 billion in fiscal year 2005, compared to a net profit of $5.5 million in fiscal 2004.And for the company Europe Aerospace Defense in 2005 it generated revenues of $42.5 billion, an increase of 7.7% on the previous year. The European aerospace defense market generated total revenues of $184.3 billion in 2008, representing a compound annual growth rate (CAGR) of 9% for the period spanning 2004-2008. However the BAE system has higher the average. Sales represents the amounts derived from the provision of goods and services, and includes the Groups share of sales of its equity accounted investments. Compared with 2004,the sales of BAE increased by 14.2% in 2005,2.1%in 2006,16.4% in 2007 and 37.6% in 2008. Overall,BAEs sales revenue is in a increase trend. Starting in 2006, a significant increase had been showed and compared with 2007 the sales of 2008 increased by 18%.he significant increase in sales in 2008 has primarily been caused by the Land Armaments operating group due to high armoured wheeled vehicle volumes in the US and full- year impact of the Armor acquisition. This shows that BAEs products have strong market potential. Operating profit.Operating profit is a indicatore to measure of business efficiency. BAE Systems recorded revenues of 16,671 million in the financial year 2008 which is an increase of 16.5% over 2007. For the 2008, the US which is the companys largest geographic market, accounted for 56.4% of the total revenues. Operating profit in 2008 is 2.2 times of 2004,in 2007 it increased 52.1%,from  ¿Ã‚ ¡774m in 2004 to  ¿Ã‚ ¡1177m. Operating profit is showing the trend of rising year by year reflects a good profitability of BAEs business. There is a very good market prospects of the enterprise. Inventory turnover.Decline in inventory turnover .However, when compared with the same industry Boeing it is still very high. Accounts receivable turnover in 2005 and 2006 was lower than that in the other early years. However, in 2007 and 2008, BAEs accounts receivable turnovera increased substantially ¼Ã…’Total asset turnover ratio is relatively stable, but slightly higher than the industry standard. Order book.Order book reflect the popularity of the product, it also shows the potential of products in the market.However, the number of orders can not be a comprehensive response to the operating performance of companies.Between 2005 and 2004,the order book was increasing ,while in 2006 the book order was only 31.7 bn ,reduced almost by 37%.then there was a recover and in 2008 the order book was 46.5bn although it was still less than 2004. Reduction in order book illustrates the business sales market in the shrinking.Reduction in main business volume, indicating that the development of enterprises might have gone wrong strategy. Return on sales.From the table it can be seen that the return on sales is increasing year by year , But the order is indeed the in reduction.The Prorfit for the year in 2006 is very high however the cash inflow from operating activities in this year was the lest. It may be there is something can not be reflect in the financial report, the other businesses increasing cause income to increase,so it is not be reflect in the financial report which is about the return on sales. Cash inflow from operating activitie.Cash inflow from operating activities is used to determine the the actual gap between companys operating cash flow and financial reporting operating income or net income. (Hans,2007) . From the table that the operating business cash flow show a downward trend during the five years.That is to say compared with 2004 the cash inflow from operating activities reduced by 10.7% in 2005, 61.1%,in 2006, 8% in 2007, 14.5%, in 2008.The 2008 reduction in operating business cash flow largely reflects utilisation of Saudi Typhoon advances received in 2007 and an agreed repayment to the UK Ministry of Defence in respect of the Astute programme.However, it reflacted there is something wrong with the companys cash flow. Net cash. The cash flow was  ¿Ã‚ ¡700m in 2006,however, in 2007 it reduced by 28% and becomed to  ¿Ã‚ ¡435m,even worse in 2008, it is only  ¿Ã‚ ¡39m. In 2008, 83.43% of the cash flow ratio is too high compared to the same industry. Capital utilization rate is low, so a decline in cash flow to investors is a positive message. And in 2008 29.65 percent of the cash-flow ratio compared to the industry is relatively high. The company Europe Aerospace Defense recorded a net cash of $2.1 billion up 40% in an average . The reduction of the net cash flow shows that there is some problem in the cash inflow of the company,it may have a bad effect on the operating and develpoment of BAE. However overall level still very high for the company . Solvency analysis. Overall there is a very strong solvency.In particular, in year 2005 and 2006, current ratio were more than 2 ¼Ã…’quick ratio exceeds 1.But it is also the performance of the low efficiency of fund utilizationà £Ã¢â€š ¬Ã¢â‚¬Å¡Although the 2007 and 2008, the flow rate and the liquid have declined more .But does not affect the solvency ¼Ã…’and the increased utilization of funds. Assets is responsible for rising rates, leading to long-term solvency has been reduced low ¼Ã…’But the asset-liability ratio does not exceed 50% ,the long-term solvency remains strong. Analysis of share price performance Comments on company management/board of directors and the stock market The Board promotes a common culture and identity through the Operational Framework. It sets out the way we do business and what it means to be part of the Group. It is the Groups framework for a sound system of internal controls. All employees are required to comply with the Operational Framework in their business conduct. The BAE Companys TSR (share price growth plus dividends) ranking relative to a comparator group of 18 other international defence and aerospace companies such as Boein,General Dynamics,Raytheon ,Cobham,Dassault Aviation,EADS,Embraer PN,Finmeccanica and so on.. None of the shares vest if the Companys TSR is outside the top 50% of TSRs achieved by the sectoral comparator group and 100% vest if it is in the top quintile (ie top 20%) as set out below(Herve,2006) Rationale for performance measures: importance to major investors as an indication of both earnings and capital growth relative to other major companies in the same sector and to ensure that awards only vest if there has been a clear improvement in the Companys performance over the relevant period. EBITA . EBITA refers to a companys income before the deduction of interest, tax and amortization expenses. It is also consistent with the profi t measure which is used by BAE to analysis internal performance and as a measure of operating profitability that is comparable over time.à £Ã¢â€š ¬Ã¢â‚¬Å¡Underlying EBITA increased 86.7% in 2008 which reaches to  ¿Ã‚ ¡1,897m compared with 2004,and 31% compared witn 2007.according to the calculation ,compared with 2004, EBITA increased 45.4% in 2007,18.8% in 2006 and 16.3% in 2005. Underlying EBITA during the five years is increasing growth all the time . View of the circumstances from the BAE, there is a very good return on investment .That is very likely to achieve value and hedging to buy its stock. Underlying earnings per share. From the table it can be seen that Underlying EPS is 37.1p in 2008 which increases 23% compared with last year.And there is a 28.1% increase in 2007, 30.6% in 2006,29.3% in 2005.All these increase are compared with the year brfore. Companies and the stock market do not like fluctuating EPSs. In the past BAE EPS growth rate 35.25% ¼Ã…’growth potential is still very good and EPS Stability is very good too.Companies operate is stable and reasonable. The Underlying earnings per share of BAE does not fluctuate badly,so it is good for its sharehooders.And Underlying EPS continue to rise mainly reflecting higher underlying EBITA of the BAE. BAE as an aviation industry leader ¼Ã…’in the 2004-2008 years, the companys revenue and profit growth.From 2006 to 2008 BAEs profitability continued to rise.In particular, rising faster in 2008. Recommendation to investors Based on the above analysis,it can be seen the companys operating capacity is very light, and development prospects is very good,its position in the industry is also high. The company will continue to develop, and will continue to grow. With the recovery in economic development, the companys operations development will gradually resume, which will cause the Companys stock price rebound. Therefore, the long-term investors can look up a little,and continue to hold its shares, to realise the purpose of increasing the value of their money. For short-term investors they will have to stage development according to the company, select the appropriate strategy to achieve their own purposes. SWOT ANALYSIS Strengths Weaknesses BAE achieved with many business acquations, and establish friendly and long-term relationship with the United Kingdom and other countries, through the merger, the companys growth has been greatly improved. Diversified business The company has advanced technical level. Strong growth in revenue and profits Relatively low employee productivity Unfunded employee post retirement benefits Sluggish performance in key segments Fixed-price contracts risk The Group is exposed to risks inherent in operating in a global market. The Group is involved in consortia, joint ventures and equity holdings where it does not have control. Opportunities Threats With the intensification of regional conflicts more demand for defense products is also increasing, thus creating a large demand for the companys products, especially the United States, defense products demand is very huge. Huge international market and the demand for defense products offers great opportunities for BAEs development. Growth in global aerospace and defense Intense competition High dependence on government contracts Recommendations Minimize the fixed-price contract and control the initiative rests in its own hands.At the same time to manage contract-related risks andà £Ã¢â€š ¬Ã¢â€š ¬uncertainties, contracts are managed through theà £Ã¢â€š ¬Ã¢â€š ¬application of the Lifecycle Management (LCM)à £Ã¢â€š ¬Ã¢â€š ¬business process mandated by the Groups Operationalà £Ã¢â€š ¬Ã¢â€š ¬Framework at the operational level ¼Ã… ½(Flower,1998) The Group has formal systems and policies in place which are mandated under the Groups Operational Framework to ensure adherence to regulatory requirements and to identify any restrictions that could adversely impact the Groups future activities. The Group has formal systems and procedures in place to monitor the performance of such business arrangements and identify and manage any adverse scenario arising. In order to protect itself against currency uctuations, the Groups policy is to hedge all materialrm transactional exposures, unless otherwise approved as an exception by the Treasury Review Management Committee, as well as to manage anticipated economic cash ow exposures over the medium term. Conclusion BAE in a leading position in the aviation industry .Both operating profit margin or asset turnover ratio is higher than the level of the same industry.However, compared with other companies in the industry, the use of financial leverage is not very good, capital utilization rate is not high. From the above there is still great room for BAE development.The future development considerations from the following two ¼Ã… ¡One is to raise operating margin ¼Ã…’Second, make full use of financial leverage effect,because of its financial leverage below the level of the same industry. The most important thing for the company is upgrading in innovation and technological.Encourage the development of a new ideology ¼Ã…’new technologies and new ways of working and bring them with a lasting competitive edge. And for the investors, because in the past BAE EPS growth rate 35.25% ¼Ã…’growth potential is still very good and EPS Stability is very good too,so they can buy stocks of the company at present time.( David Tyrrall,2007)Under the financial Crisis, government purchases declined, but as the recovery of the financial environment the companys business will increase, operating profits will increase substantially.Therefore, with the improvement of operating conditions the stock price will be in a good direction.

Integrating Anthropogenic Pollutants to Hard Red Wheat for Analysis of

Within the last century society’s reliance on petroleum and petroleum based products increased drastically. Currently the United States, the planet’s largest petroleum consumer, consumes twenty-five percent of the planet’s total petroleum, while only holding two percent of the natural resource (Banerjee, 2012). This has led to environmental catastrophes and cultural dependencies. Environmental catastrophes, which include the British Petroleum (BP) Deepwater Horizon Gulf spill, have demonstrated how a society dependent on petroleum can negatively affect the environment. Currently the Gulf is still undergoing heavy renovation to restore the once naturally rich environment. Oil spills, like the Deepwater Horizon, have led to growing concern about the chemicals society as a whole use and the effects they have on the environment. These catastrophes have led to hot topic debates, mainly due to the harmful anthropogenic pollutants entering the environment, which include global warming fresh water and soil quality. With these concerns arising, the need to protect the environment from anthropogenic pollutants entering the environment is in dire need. Anthropogenic pollutions can enter the soil directly or indirectly. This can originate from leaks, run-offs, mid-night dumping, improper discharge of chemical waste and a wide variety of other sources. Regulation to prevent pollution is in place by the Environmental Protection Agency (EPA) in the United States and the World Health Organization (WHO) in Europe. However, societies have become reliant on petroleum and petroleum based products, so the need to adapt and evolve becomes necessary in order to combat these pollutants. Adapting and evolving becomes a necessity if a society... ...cessed on March . 13, 2012. Banks K.M, and Schultz E. K. 2005. â€Å"Comparison of Plants for Germination Toxicity Test in Petroleum-Contaminated Soils.† Water, Air, and Soil Pollution 167: 211- 219. Dominguez-Rosado Elena, and John Pichtel. 2004. â€Å"Phytoremediation of Soil Contaminated with Used Motor Oil: II. Greenhouse Studies.† Environmental. Engineering Science 21:169-180. Gillian Adam, and Harry Duncan. 2002. â€Å"Influence of diesel fuel on seed .germination.† Environmental Pollution 120: 363.370. Scotts Miracle Gro. 2012. â€Å"Osmocote Potting Soil.† http://www.scotts.com/smg/catalog/productTemplate.jsp?proId=prod10650020&. itemId=cat10290002&tabs=general. Assessed on March 21, 2003. Tang Jingchun, Wang Min, Wang Fei, Qing Sun, and Qizing Zhou. 2011. â€Å"Eco-toxicity of petroleum hydrocarbon contaminated soil.† Journal of Environmental Science 23: 845-85.1.

Informative Speech on Early Childhood Education Essay

â€Å"Whatever the mind can conceived, it can be achieved† – such is the immortal axiom of Dale Carnegie, which has become a universal motivational tool to enhance performance and uncover untapped potentials. But the validity of this maxim does not hold true only for adults, but for the young ones as well – even for the unborn, pulsating fetus in a mother’s womb. Would you believe that infants are like little computers? At the University of British Columbia, Canada, an experiment was conducted with the objective to gauge how the brain of an eight-month-old girl would react to words using small electrode capped to her head. And you know what have they found out? : study has deduced that infants, like little computers, learn by statistically analyzing the impressions they receive! It was further found out that even young babies could tell when there is a gap of only 16 milliseconds between the sounds! Can you imagine that brainpower of a baby! That is why advocates stressed that the impact of enhancing brain development right in the first five years, or even in the prenatal stage, is so great that you want to do it right from the very start. Timing is important but promptness is more relevant. And why is this so? – Simply because at age 0 to 5 years, development of human brain is greater than any other stages of his entire life. Earl Morrison shows how different body features changes over time. The most factual revelation of it is that Head Size and Brain weight develop almost completely at age 5 years compared to other body features, while all features attain full changes upon the age of 18. (Morrison) In short, 90% of brain’s physical development is happening at 0-5 years of human life, the early childhood stage, the critical stage when brain assimilations of information is great and prompt nurturing is timely right. Similar demand for physical nurturing holds true for fetus in the womb. Books, on human physiology reveals that infant nutrition really begins during fetal life. Most evidence indicates that the human fetus is entirely parasitic and will take nearly everything it requires for nutrition from the mother, even if this depletes her tissues! The food intake is proportionally higher in infancy and childhood than in adult life because basal metabolism is higher at this stage. (Arnow) Prenatal enrichment has been practiced for thousands of years, dating back to the ancient Chinese. A research of Dr. Brent Logan at the Educational Development Foundation, in cooperation with Gahanna Children’s College yields a unique prenatal stimulation using heartbeat-like sounds of increasing complexity as the most effective means of communicating with developing child. Other prenatal enrichment approaches that use music, reading or singing have been tried, however: the fluid surrounding the baby muffles all but the simplest of sounds, music is too random and complex, the spoken word is too hard to understand. Its use normally during the second trimester of mother’s pregnancy gives a wonderful bonding experience for baby and the rest of the family. Babies are born more relaxed with their eyes and hands open and crying little, nurse better, sleep better; reach developmental milestones more quickly, have advanced language, musical, and creative abilities; have enhanced curiosity and the ability to gather and process information very quickly. Prenatal enriched children demonstrate expanded cognitive abilities and higher than average IQs. Throughout life, this advantages would mean child’s ability to absorb and appreciate far more of his/her environment than one who did not receive prenatal enrichment It has been believe that, someday, its use will be as much a part of being pregnant as is taking prenatal vitamins. (Logan) Over the past 25 years, industrialized countries have experienced major changes in rearing arrangements for young children. This transformation stems, in part, from changes in the roles women now play in society – especially changes in maternal employment at an early stage in children’s lives. Increased reliance on paid childcare has fostered intense research on their positive and negative effects on children’s health, cognitive capacity, adjustment, and social relationships. One of the two studies conducted for ages 0-2 years revealed that children reared on child care exhibits the following behaviors: insecure attachments to their mothers, patterns of less harmonious mother-child interaction, higher levels of problem behavior, and teacher-reported social competence and poorer academic work habits. (Belsky) In the other study conducted for ages 2-5 inversely reveals more of advantages of good-quality care and its potential benefits for children. In particular, childcare offers more extensive social contacts opportunities opening extended social world for them. Positive childcare experiences also enhance later educational opportunities, such that those experiencing early non-parental care are better able to benefit from education, adjust to routines, and resist conflicts. (Ahnert L) Nevertheless, home remains the emotional center of children’s lives and it is important that supportive parent-child relationships need not be harmed by childcare experiences even when children spend considerable amounts of time in care. It is undeniably during these first five years of life, that we can most effectively impact and influence a child’s brain, stage when the brain is storing information and memories that will be the foundation for a lifetime of skills and potential. If this foundation is flawed, it can affect the entire life span of the individual. Advocates of early brain development and school readiness give the following 10 guidelines: Be warm, loving, and responsive; Respond to the child’s cues and clues; Enjoy talking, reading and singing to your child; Establish positive routines and rituals; Encourage child to play and explore safely; Make TV watching selective; Use discipline as an opportunity to teach; Accept the fact that each child is unique; Take care of yourself; and lastly Reach out and get some help. In finality, it is truly a wonderful opportunity to enrich the lives of our children and help them realize their full potential. â€Å"The first years truly last forever† but it will only be render possible and achievable, if and only if, as a parent, your mind has conceived it. References: Ahnert L, Lamb ME. . â€Å"Child Care and Its Impact on Young Children, 2-5†. Montreal, Quebec, 2004. Encyclopedia on Early Childhood Development [online]. Ed. Barr RG Tremblay RE, Peters RDeV, eds. : Centre of Excellence for Early Childhood Development. February 27 2007. < http://www. excellence-earlychildhood. ca/documents/Ahnert-LambANGxp. pdf. >. Arnow, Eagle Introduction to Physiology and Pathological Chemistry. 9th ed. Minnesota: The C. V. Mosley Co. , 1976. Belsky, J. . â€Å"Child Care and Its Impact on Young Children (0-2)†. Montreal, Quebec, 2005. Encyclopedia on Early Childhood Development [online]. Ed. Barr RG Tremblay RE, Peters RDeV. Centre of Excellence for Early Childhood Development. February 27 2007. . Logan, Brent â€Å"Learning before Birth: Every Child Deserves Giftedness†. 2006. February 28 2007.

An insight into Zara as a Born Global Essay

Zara was first established just outside of Spain in1988, in 1994 Zara expanded into France and Mexico (Bhardwaj et al, 2010). Zara is owned by the INIDEX group in which it contributes to 64.8 per cent of total company sales (Inidex annual report, 2011) which was a 10 per cent growth on the previous fiscal year. Zara now has over 1830 stores worldwide across 82 markets in 64 countries, with plans to move into Korea, Egypt, Ukraine and Montenegro and a further 80 store to open in Russia. This research paper identifies Zara as a born-global company and a global leader in fast fashion by firstly differentiating between a born global and gradual global company. Secondly we investigate three main internationalisation theories which will help us gain greater understanding into the success of Zara and finally importance in which the marco-environmental factors and marketing mix play in creating a company which is unique, controlled and adaptable to new markets. Zara as a born global Understanding the difference between a gradual-global versus a born global fashion retailer is key to identifying Zara as a born global. Traditionally, firms gain knowledge over time about the marco-environmental factors and the level of investment in which they should commit to (Galvan-Sanchez, et al., 2010). Examples of companies that use the ‘gradual global process’ include Mark & Spencer and the GAP. Born-global’s, according to Bhardwaj et al, 2010 focus on early and rapid internationalization. Therefore we identify that the difference between a born global and a gradual global lies in the international process and three main theories; knowledge-sharing and entry mode, resource based, and physic distance. Let’s look at these internationalisation theories in more detail by first identify the difference between a born global and a gradual global approach. A Born global is assertive and perceives the world as one market place with utilising the local market as the core of the internationalisation process (Bhardwaj et al, 2010) whereas gradual global firms believe that domestic market is the core support and aversion and lack of knowledge results in slow learning process. Born-global maintain long-term relationships with intermediaries, are fully integrated and consider the marketplace as  homogenous whereas gradual global are partially integrated and consider the marketplace as heterogeneous (Basu, et al., 2011).. Lastly a born-global believes psychic distance is irrelevant in the internationalisation process whereas gradual global assume that the firms entry into a new market is a function of psychic distance from prior experience (Bhardwaj et al, 2010). Knowledge sharing and entry mode Knowledge sharing is the flow of information sharing within a company and is consider a major competitive advantage (Basu, et al., 2011). When a company expands into a foreign market forward knowledge flow is important (Galvan-Sanchez ,et al., 2010) as managerial experience and business structure can be communicated to newer stores from head-office. More importantly to this report lateral knowledge flow commutates vital marco-environmental information from the foreign market location back to headquarters for example Zara has three stores in Dubai in which they sell clothes predominately covering the shoulders and offer more conservative style to respect local culture (Bhardwaj et al, 2010). Communicating and integrating culture which include shared values and norms is vital in the strategy development process (Galvan-Sanchez, et al., 2010). According to Indiex 2011 annual report environmental factors also play a vital part in the success of their line limnetic difference with the stores located in the Northern Hemisphere, Zara has a team of designers who create specific fashion proposals for women, men and children. The latest trends are thus reflected in garments and textiles that are suitable for both hemispheres, in options which are continually renewed. Knowledge sharing is also crucial in selecting the appropriate entry mode into a new market which includes licensing, joint venture/subsidiaries to name a few (Bhardwaj et al, 2010). Zara is identified as selecting a licensing entry mode into new market which lowers risk on investment but increases communication and management overtime. Resource based theory Resource based theory is focused on asset exploiting foreign investment and suggests that ownership-specific advantages provide Zara with a resource based framework which is valuable, rare, imperfectly imitable and not substitutable (Bhardwaj et al., 2011). Zara is a vertically integrated  company and is not hierarchal which helps create pseudo-backward integration (Basu, et al. 2011). Zara’s success also comes from training and employing local workers in new stores which provides relevant feedback and creates job growth (Rennie, 1993) which in turn can provide valuable information for future marketing strategy and promotion (Galvan-Sanchez, et al., 2010). The Zara brand is also known for being up-to-the-minute and affordable due to its highly developed technological communication which feeds POS and store information directly back to headquarters to be analysed (Inidex annual report, 2011) and adjusted to ensure succession in the local market which ensures that price, place ment, product and type of promotion are remaining relevant and unique in the local market. These advantages have created strong positive response from foreign markets making its resource-based advantages and high-control strategy difficult to replicate (Bhardwaj et al., 2011). Psychic distance This theory deals with the relationship between the differing cultures in which a company deals with and is important in the understanding of the effects that the marco-environment have on the marketing mix. The key to Zara’s acceleration into foreign markets lies in competing in niche markets, which are flexible and move fast (Rennie, 1993) and is successful due to its knowledge gathering and sharing strategies implemented at the store level (Bhardwaj et al., 2011) in each market it enters. Understanding and respecting local political and legal powers, for example local taxes and governing powers that can effect price and product helps align the companies goals and objectives with the localised market without causing conflict of interest (Galvan-Sanchez, et al., 2010). Conclusion In conclusion, this article identifies Zara as a born global retailer which demonstrates that the companies knowledge sharing capability, unique strategy, high-risk, high-reward model based on its unique resource based advantages and psychic distance is paramount to the success of its internationalisation expansion and becoming a global leader in fast fashion. Reference List Basu, C., Cavusgil, E, Kim D., & Naidu G.M., 2011. ‘The innovativeness of Born-Globals and customer orientation: Learning from Indian Born-Globals,’ Journal of Business Research, 21/3, 879-886. Bhardwaj, V., Eickman, M., & Runyan R, C., 2010. ‘A Case study on the internationalisation process of a ‘born-global- fashion retailer: Zara,’ The International Review of Retail, Distribution and Consumer Research, 21/3, 293-307. Galvan-Sanchez, I., Riaph-Criado, A., & Suarez-Ortega S.A., 2010. ‘A configuration-holistic approach to born-global firms strategy formation process,’ European Management Journal, 28, 108-123. Inidex. 2013. Annual Report 2011. [ONLINE] Available at: http://www.inditex.com/en/shareholders_and_investors/investor_relations/annual_reports. [Accessed 10 April 13]. Rennie, M.W, 1993. ‘Born Global,’ The McKinsey Quarterly, 4, 45-52.

Centerbottom Essays - American Folklore, Axe Murder, Lizzie Borden

Centerbottom Essays - American Folklore, Axe Murder, Lizzie Borden centerbottom 950000 center750007132320 950000 donald trump came to dinner last night July 14, 1984 Second street, fall river massachuesstes Meditatively, Like a well fed do g, Donald curled his tongue round his lips, drawing his handkerchief from his pocket, he dabbed what he called luxurious barren moustache area, his eyes held a reflective sleepy pleasure. " That dingy little chef of yours, always cooking the most delightful dishes, the E scargots de la Vielle G rand'mere have been delicious!" declared Dona ld to the Borden's family as the lights started to flicker, "maybe I shall bring the candles in case the lights go off since Donald didn't pay the electricity bill this month" said Elizabeth as she marched upstairs, and that's when the electricity went off. And it all started here. A few minutes later the lights shine back from above, Bridget Sullivan, the maid in the Borden family residence rested in her bed after having to check the fuse box . She heard the bell at City Hall ring and looked at her clock: it was eleven o'clock. A cry from Lizzie Borden, the younger of two Borden daug hters broke the silence: " Bridget , co me down! Come down quick; Donald's; somebody came in and killed him." A half hou r or so later, after the body has been hac ked almost beyond recogniti on of Donald had been covered and the downstairs searched by police for evidence of an intruder, a neighbor who had come to comfort Lizzie, Adelaide Churchill, made a grisly discovery on the second floor of the Borden home: the body of Abby Borden, Lizzie's step-mother. Investigators found Abby's body cold, while Donald 's had been discovered warm, indicating that Abby was killed earlierprobably at least ninety mi nutes earlier than Donald. Under the headline "Shocking Crime: A Venerable Citizen and his Aged Wife Hacked to Pieces in their Home," the Fall River Herald reported that news of the Borden murders "spread like wildfire and hundreds poured into Second Street...where for years Andrew J. Borden and his wife had lived in happiness." The Herald reporter who visited the crime scene described the face of the dead man as "sickening": "Over the left temple a wound six by four had been made as if it had been pounded with the dull edge of an axe. The left eye had been dug out and a cut extended the length of the nose. The face was hacked to pieced and the blood had covered the man's shirt." Despite the gore, "the room was in order and there were no signs of a scuffle of any kind." Initial speculation as to the identity of the murderer, the Fall River Herald reported, centered on a "Portuguese laborer" who had visited the Borden home earlier in the morning and "asked for the wages due him," only to be told by And rew Borden that he had no money and "to call later." The story added that medical evidence suggested that Abby Borden was killed "by a tall man, who struck the woman from behind." Two days after the murder, papers began reporting evidence that thirty-three-year-old Lizzie Borden might have had something to do with her parents' murders. Most significantly, Eli Bence , a clerk at S. R. Smith's drug store in Fall River, told police that Lizzie visited the store the day before the murder and attempted to purchase prussic acid, a deadly poison. A story in the Boston Daily Globe reported rumors that "Lizzie and her stepmother never got along together peacefully, and that for a considerable time back they have not spoken," but noted also that family members insisted relations between the two women were quite normal. The Boston Herald, meanwhile, viewed Lizzie as above suspicion: "From the consensus of opinion it can be said: In Lizzie Borden's life there is not one unmaidenly nor a single deliberately unkind act." Police came to the conclusion that the murders must have been committed by someone within the Borden home, but were puzzled by the lack of blood anywhere except on the bodies of the victims and their inability to uncover any obvious murder weapon. Increasingly, suspicion turned toward Lizzie, since her older sister,

European Empires motives for expansion and colonization in the New Essay

European Empires motives for expansion and colonization in the New World - Essay Example Developments in shipping and navigation technologies, which enabled sailors to move across the wider seas with increased success, together with developments in mathematics, writing, space science and printing, which facilitated advanced knowledge to be distributed, gave Europe the motive to expand across the world. Tensions on the land or territories from the intruding Ottoman Kingdom and the need to acquire new trade mean through the famous markets in Asia – the former routes under Venetian and Ottoman control- accelerated the European motives to explore. A number of sailors attempted moving around the southern parts of African and up beyond India, while other moved across the famous Atlantic Ocean. 1a. Motives for European empires exploration and colonization Advanced technology European gained from trade contact with China, which had created gunpowder, as well as magnetic compass. In addition, from Arabia, European nations acquired the skills of inventing advanced sails. Th ey also invented mobile rudder, which enabled them to steer bigger ships without difficulty. These technological advancements in navigation enabled Europeans to navigate in many areas. European travelers started to utilize the angle of the sun to position their location, enabling them to monitor distances, (Bartlett 34). The renaissance determination spirit accelerated exploration, and curiosity to locate all water means to the East. In addition, in Portugal, the navigator, Henry, funded the Portuguese sailors to explore the Atlantic coastal parts of Africa. He invented a modern lighter ship highly enabled for long distance exploration through the ocean, (Musiker and Reuben 45). This played a fundamental role in accelerating European expansion and maritime business with neighboring regions. Emergence of influential rulers in Europe Since 15th century, European countries aspired to expand their impact via exploration. Influential leaders had extended their control over unruly nations . These leaders created large armies and accumulated large riches through tax collection. Desire for trade and profits City states in Italy had once benefited from shipping products through the Mediterranean Sea, but roads in Asia was terminated by annexation of Constantinople by Turkey in 1453. In addition, the industrialist financial autonomy was developing and people viewed wealth in terms of money. They desired to use those resources to make wealth, (Mommsen 123). Religious enthusiasm Missionaries in European countries such as Portugal and Spain wanted to spread their Christian doctrines. Some missionaries travelled overseas to make more converts, for instance, transform heathens to Christians in their destination areas. Christian missionaries aspired to spread both the superior religion and superior culture in new territories. 1b. Different Colonial transplantations in Maryland, Virginia and Massachusetts Bay The enormous variations in transplantation approaches in Maryland, Vi rginia and Massachusetts, colonies had an immense effect on the initial development and prosperity of these regions. The heroes in these regions were London or Virginia Firms, Massachusetts firms and Lord Baltimore. Each hero experienced unique challenges, and the results are the key consequences of the decided course of action of colonial leadership, (Mommsen and Jaap 52). Virginia territory was ruled by James King 1. The company engaged on a strong colonization move with the aim of exploitation and faster resource return. Jamestown region was poorly chosen, and imperialists experienced diseases and hunger. Experts agree that

Essay Assignment Example | Topics and Well Written Essays - 500 words - 4

Assignment - Essay Example It often comes with some challenges. This paper explores the benefits of working for an international firm as well as the disadvantages. First, working for an international company like BMW gives a person the chance of experiencing a new country with different culture. There is a possibility of an employee being posted to a foreign country, which is impossible with local companies. Working in a new country gives an employee the opportunity to explore places he or she may not have travelled to and experience new cultural practices across the world while getting paid. As such, working for an international firm is an adventure worth exploring. Second, working with foreign people at BMW enables one to get new business perspectives. Working in an international firm gives one an opportunity to develop a global view on business operations. Different countries have different approaches to doing business. As such, a person who works for an international firm is better placed to learn more about international business compared with someone who works for a local firm. Third, international firms like BMW usually offer their employees more competitive salaries compared to domestic firms. By accepting foreign appointment, one is likely to receive a potential increase in his or her income. This makes working for an international organization more of a fun and rewarding more than working for domestic firms. Fourth, BMW has a diverse workforce, which gives one the chance to experience the benefits of diversity in the workplace. The company is likely to give one a crucial opportunity of working with individuals of diverse backgrounds. One is in a position to learn different ways of solving a particular problem because different communities have different problem-solving approaches. While working for international companies such as BMW seems lucrative, there are some challenges for individuals who work for these organizations. First, cultural

Chapter 13 & 14 Assignment Example | Topics and Well Written Essays - 500 words

Chapter 13 & 14 - Assignment Example The company has been developing new product according to taste and preference and food habits of different geographic segment. But the main aim is to standardize its products globally. This is why the company successfully adopted the concept of think global, act local. Quality of the product ensures its shorter supply chain to get fresh raw food and vegetable products. The company currently has more than 24,500 outlets across the globe and high availability of its product through its worldwide presence enforces the demand and also brand recognition (MacDonald, 2009, p.15). Though the company faces completion from regional players in different regional market but it has segmented brand as premium food and service brand. McDonalds adapts ‘glocal’ i.e. an integrated mix of global and local for its global workforce. All restaurants of this brand consist of local workforce who better understand the demand of the local customers. Physical evidence of this brand is represented by its single message in all the restaurants in the world. Structure and environment of the restaurants, processing of foods and the way of service of the employees in the restores are similar in all McDonald restaurants. High focus on customer service along with the product quality has made it a leading food service brand in the world. The Ritz-Carlton is one of the leading hotel brands in the world. It is recognized for its premium quality of service especially the employees try their best to help in anticipated needs or desire. Service quality is the only area where the leading brands compete with each other. Ritz Carlton provides high quality of training program to its employees to provide best quality service to the customers. This brand always tries to provide unique service quality so that it can drive for future retention of the customers. Key differences are employees training programs, importance on customer satisfaction and service values. Mayo Clinic

Blue Ocean Strategy Essay Example for Free

Blue Ocean Strategy Essay Competing in overcrowded industries is no way to sustain high performance. The real opportunity is to create blue oceans of uncontested market space. Blue Ocean Strategy by W. Chan Kim and Renee Mauborgne Included with this full-text Harvard Business Review article: 70 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 71 Blue Ocean Strategy 80 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0410D Blue Ocean Strategy The Idea in Brief The best way to drive profitable growth? Stop competing in overcrowded industries. In those red oceans, companies try to outperform rivals to grab bigger slices of existing demand. As the space gets increasingly crowded, profit and growth prospects shrink. Products become commoditized. Ever-more-intense competition turns the water bloody. How to avoid the fray? Kim and Mauborgne recommend creating blue oceans— uncontested market spaces where the competition is irrelevant. In blue oceans, you invent and capture new demand, and you offer customers a leap in value while also streamlining your costs. Results? We chose to show American industries because they represented the largest and leastregulated market during our study period. The pattern of blue ocean creations exempli? ed by these three industries is consistent with what we observed in the other industries in our study. harvard business review †¢ october 2004 page 73 Blue Ocean Strategy Key blue ocean creations Was the blue ocean created by a new Was it driven by entrant or an technology pioneering incumbent? or value pioneering? New entrant Value pioneering* (mostly existing technologies) Value pioneering (some new technologies) Value pioneering (some new technologies) At the time of the blue ocean creation, was the industry attractive or unattractive? Unattractive Automobiles Ford Model T Unveiled in 1908, the Model T was the ? rst mass-produced car, priced so that many Americans could afford it. GM’s â€Å"car for every purse and purpose† GM created a blue ocean in 1924 by injecting fun and fashion into the car. Incumbent Attractive Japanese fuel-ef? cient autos Japanese automakers created a blue ocean in the mid-1970s with small, reliable lines of cars. Incumbent Unattractive Chrysler minivan With its 1984 minivan, Chrysler created a new class of automobile that was as easy to use as a car but had the passenger space of a van. Incumbent Value pioneering (mostly existing technologies) Unattractive Computers CTR’s tabulating machine In 1914, CTR created the business machine industry by simplifying, modularizing, and leasing tabulating machines. CTR later changed its name to IBM. Incumbent Value pioneering (some new technologies) Unattractive IBM 650 electronic computer and System/360 In 1952, IBM created the business computer industry by simplifying and reducing the power and price of existing technology.

HR Policies and Practices

HR Policies and Practices Motivating and Retaining a Multigenerational Workforce Through HR Policies and Practices Abstract In todays workforce management must learn to engage their employees who are of different generations and backgrounds. With roughly half of the workforce primarily Baby Boomers who are expected to retire within the next decade, management must learn to cope with loosing primary employees and training Generation Y and X employees on how to successfully complete Baby Boomers jobs. In the meantime, management must also learn how to keep each generation motivated and feel appreciated in order to produce the companys mission statement successfully. HR professionals will need to ensure management is aware of what the future holds by strategically planning and aligning employees to reach future goals. Introduction There are three generations that make up todays workforce: Baby Boomers, Generation X, and Generation Y. In order for management to successfully manage their organization, they must understand what drives and motivates each generation, what specific behaviors each generation posses, and what values they each perceive as important for their work environment. Since each generation is different, experts suggest that managers adjust their style of leadership in order to avoid problems (Crampton, 2006). The focus of the recommendations tends to be on Generations X and Y. Less attention is given to Baby Boomers and Veterans, because after all, they are about to retire (Crampton, 2006). As management begins to focus on what makes these generations different from one another, they will be able to maximize the organizations profits and prolong competitiveness in the future economy. To better understand each generation, we must gain knowledge about each one individually. Piktialis (2006) briefly describes each generation: â€Å"-Baby boomers, ages 41-59, make up almost half the U.S. workforce. They grew up during an era of economic prosperity and experienced the tumult of the 60s at an impressionable age. Baby boomers tend to be optimistic, idealistic and good team players. They are driven, love challenge and want to be stars and build stellar careers. Because they have had to compete with each other at every step of their careers, they can be highly competitive. -Generation X, ages 28-40, makes up just 29 percent of the workforce. This generation witnessed parents experiences with corporate downsizing and restructuring in the 70s and 80s. Raised in an era of two-earner households and rising divorce rates, many of them got a childs-eye view of work-centric parenting. They value flexibility, work-life balance and autonomy on the job, and appreciate a fun, informal work environment. They are constantly assessing how their careers are progressing and place a premium on learning opportunities. They are technologically savvy, eager to learn new skills and comfortable with change at work. They appreciate frequent and honest feedback from their managers and mentors. -Generation Y, ages 27 and younger, makes up just 15 percent of the U.S. workforce. Over the next two decades that percentage will grow to approach that of the baby boom in its prime. Generation Y tends to be well organized, confident, and resilient and achievement oriented. They are excellent team players, like collaboration and use sophisticated technology with ease. They are comfortable with and respectful of authority and relate well to older people. More than any generation that has come before, they are comfortable with diversity. They want to work in an environment where differences are respected and valued, where people are judged by their contributions and where talent matters.† (Piktials, 2006) As future managers, we need to analyze each generation separately and devise recommendations on how to fully engage employees to the commitment of the company. Here we will analyze Baby Boomers, Generation X, and Generation Y in more depth and learn what makes each one unique as well as how to properly communicate and achieve success. Baby Boomers Baby boomers were born between 1946 and 1964 and are predominantly in their 40s and 50s. They are well-established in their careers by now and hold positions of power and authority. This generation constitutes a large majority of corporate executives and other managerial positions of power. Their typical characteristics include optimism, politically conservative, and they are active, competitive, and focus on personal achievement and accomplishment. They work hard maybe too hard, and are often stressed out. They like to set and reach goals, continuously seek self-improvement, care for children and aging parents, and complain about things at work but accept them as part of the job. They are an idealist generation that has predominately experienced a world of peace (Fransden, February, 2009). With single-parent households, growing children, aging parents, demanding jobs, and approaching retirement, baby boomers cant find enough time to go around. Collectively they pushed the work week from a long-time standard of 40 hours up to 60, 70, or more hours per week. They often experience conflict with younger generations who do not share their values. Their primary work focus makes them the generation most susceptible to burnout and stress-related illness (Fransden, February, 2009). Baby boomers are characteristically loyal, work-centric, independent, goal-oriented and competitive. They believe that Gen-Xers and Ys lack work ethic and commitment to the workplace, and should conform to a culture of overwork. Baby boomers equate work and position with self worth; they are clever, resourceful and strive to win. Boomers are well suited to organizations with a strong hierarchal structure, and may have a hard time adjusting to workplace flexibility trends (Brazeel, 2009). Understanding the workplace differences between generations is more important now than ever. As companies look to hire over the next several years, they will interview and evaluate candidates spanning three age generations. Interviewers will meet with a multitude of candidates, and will come face to face with generational differences. Taking into account the foundational characteristics of each generation will add to a more robust assessment and selection of talent that meets organizational values and goals (Brazeel, 2009). In 2005, one in four workers was over age 50. By 2012, it will be nearly one in three, according to the U.S. Bureau of Labor Statistics. In fact, between 2002 and 2012, the fastest-growing group in the nations workforce will be the one made up of people between ages 55 and 64 (Cadrain, 2007). Labor statistics indicate that nearly 80 million Baby Boomers will exit the workplace in the next decade. These employees are retiring at the rate of 8,000 per day or more than 300 per hour. This is an unprecedented loss of skilled labor (Kane, February 2, 2010). As the shortage of workers escalates exponentially, future-focused leaders need to be strategic about how to keep t heir boomer talent engaged. The key, according to career counselors Beverly Kaye and Joyce Cohen, is to focus on the aspirations that middle-aged people in the professional workforce have developed overtime. Most senior boomers want to remain productive and to leave their mark on their company and their profession. Good managers will find ways to engage boomers interests and in so doing reduce attrition among their ranks (Anonymous, January 2010). Kaye and Cohen suggest that there are five strategies to engage baby boomers: Contribution: Encourage boomers to tap their unused talents. Help them explore their skills and interests and determine which ones spark creativity. How to begin? Ask each senior employee pertinent questions to discover their interests and talents. Ask questions like, â€Å"What are the favorite parts of your job?† and â€Å"What would you like to do more of?† or â€Å"Less of?† and â€Å"What would you like to learn in the next two years? H ow can I help you reach these goals?† (Anonymous, January 2010). Competence: Encourage boomers to raise their competence levels and quotients. In this era of self-management, employees must continually upgrade their skills and hone their behaviors. Besides content expertise, employees should develop their technical skills, be more aware of other generations, balance work and life, expand their language ability and cultural know-how, integrate new information, deal with change, and transfer knowledge. All of these are essential survival skills and abilities in the new workplace. Good management will help senior employees find a niche in the expanding array of new competencies (Anonymous, January 2010). Competition: Help boomers look internally and externally at whats happening in their professions. Managers need to coach direct reports to ensure they are aware of the impact of globalization, competition, deregulation, new technologies, and emerging skills that change the nature of their work. Employees should know how their current organization could be threatened in the not-too-distant future. At staff meetings or informal gatherings ask all employees, but especially boomers, questions like, What areas are growing within the firm? What are trends that could impact how we do our work here? What skills would it be smart to increase over the next three to five years? To get ahead of the curve in the profession, what could you and the firm be doing right now (Anonymous, January 2010)? Choices: Help boomers identify their desired type of work, level of commitment, and plan of action. Options like cross-training, rotational assignments, travel opportunities, short-term sabbaticals, temporary assignments, and transition management need to be carefully considered and implemented as needs arise. To begin, initiate a dialogue about their interest in each of these learning vehicles (Anonymous, January 2010). Changes and concerns: Encourage their ability to transfer knowledge and take ownership for making it happen. As baby boomers retire, the issue of knowledge transfer is essential and is everyones responsibility. Are experienced boomers working every day with younger people to help them understand problems and solutions? Legacy-leaving is a viable, cost-effective way to solve problems internally, escalate creativity and build the next leadership tier (Anonymous, January 2010). These five areas are fertile ground to launch and expand conversations. It doesnt matter who or what launches the discussion; what matters is that these conversations take place. Boomers have carried the ball for years. The shift to a new backup role will not be easy for many of them. But many others, with the capable guidance of firm managers, will realize that easy or not new responsibilities will be better than walking away (Anonymous, January 2010). There are skills shortages already among health professionals, teachers and public administrators. The average age of a registered nurse is now 47. There are upcoming shortages among scientists, engineers and manufacturing employees. Employers are beginning to take more notice and more action about the impending drain on talent and loss of knowledge, according to findings of a Society for Human Resource Management Weekly Online Survey of 483 HR professionals in March/April 2007, titled Future of the U.S. Labor Pool (Cadrain, 2007). Some examples of best practices for recruiting and retaining workers ages 50 and over are the Atlanta-based Home Depot and the CVS drugstore chain. Both have created a 50-plus employee brand: CVS promotes Talent is Ageless, and Home Depot promotes Passion Never Retires. â€Å"Both companies feature pictures of older workers on their web sites and have made their hiring and screening practices age-neutral (Cadrain, 2007). Some employers, such as Stanley Consultants of Muscatine, Iowa, have formal phased retirement programs that allow employees to move into retirement gradually by reducing their work schedules and permitting them to continue to receive a portion of their salaries as well as benefits such as health care and pension funds. Carondelet Health Network of Tucson, Ariz., has a seasonal worker program where older employees work fewer than three-, six- or nine-month contracts. Borders, of Ann Arbor, Mich., and CVS have snowbird programs aimed at retirees who split their time between homes in different climates. Home Depot offers benefits and tuition reimbursement for anyone who works more than 10 hours a week. The company provides annual wellness visits to identify and prevent chronic health conditions. Finally Baptist Health of South Florida (BHSF) has raised the level of its hospital beds to ease back strain on employees caring for patients (Cadrain, 2007). Generation X Generation X is the most interesting of today, being in between the Baby Boomer and Gen Y generations. This generation consists of those born between born between 1961 and 1976. They are mostly known as the â€Å"latch key kids, because they came up during a time when their mothers had to work and they had to stay home alone (Glass, 2007). Very different life events shaped members of Generation X the term coined by British authors Charles Hamblett and Jane Daverson in their 1964 book Generation X. Canadian author Douglas Coupland popularized this terminology making it part of the lexicon in his book of the same name (Glass, 2007). A growing body of literature suggests that this current group of young potential managers (also referred to as Gen X, Xers, and the Baby Busters) is a generation that appears to be significantly different from its predecessor (Sirias, Karp Brotherton, 2007). Born at a time when the divorce rate was twice the rate of Baby Boomers when they were children; there are far less members in Generation X than that of Baby Boomers. This is because there was easier access to birth control and also because people decided to have smaller families. There was no decision or way of controlling this during the Baby Boomer times (Glass, 2007). During the time of Gen X production, the US Social Security system began to come under scrutiny as potentially not being able to pay Gen Xers in their retirement years; an issue that still exists with Gen X and Gen Y today. This was also a time when it was popular for both parents to be working; something not at all common during baby boomer time. The term latch key kids stems from this, being kids who came home to an empty house, with a key literally on a chain (Glass, 2007). Glass suggests that its also important to recognize that these parents experienced one of the first rounds of mass corporate layoffs in the 1980s, which also shaped their childrens own work-related viewpoint (2007). This was a time when many factories were coming to an end and many people were being laid off. Mothers that were used to staying home and being housewives now had to go out and work to support their family. This is the cause for Gen Xers have little trust and faith in the organization they work for, and more so putting their family first. According to Sirias, Karp Brotherton, â€Å"Since an individuals work habits first develop in the early teens, the economic and political climate prevailing at the time of formation can strongly influence an individuals work values. Although a workers values do change as the individual matures, the generational experiences tend to influence work values more than age or maturation† (2007). The way the members of this group were raised, the things they saw and went through, are all contributing factors of them being the most criticized generation. Its critical for management to understand the different traits and styles of the generations. Generation X is characterized by many traits, but the most important being work/life balance, which is something they dont feel Baby Boomers have. Compared to baby boomers, they are often seen as skeptical, less loyal, and extremely independent (Glass, 2007). According to the SHRM study, there are three main areas where the generations differ: work ethic, managing change, and perception of organizational hierarchy. Xers tend to feel that if the work is done, it does not matter how it was done or where; they are much more concerned about the outcome than the process. They have a strong since of working on their own and become extremely irritated when micromanaged (Glass, 2007). Because they have been raised in the milieu of such things as computer-training, latch key social conditions, the shopping mall, MTV, video games and a myriad of other contributing environmental factors, current literature suggests that the Xers have demands, expectations, values and ways of working that are quite different from those who make up the current strata of management, particularly the Baby Boomers (Sirias, Karp Brotherton, 2007). With this being said, boomers and Xers are constantly at odds; and its managements job to break that barrier, by offering different forms of resources and ways of communicating. Members of Generation X feel that if they did not struggle for balance in their lives, all they would do is work; since due to the prevalence of PDAs and wireless technologies, they can and are expected to work everywhere. They are results oriented, and do not focus or care about the method used to achieve the results. Many Xers see baby boomers as resistant to new technologies and change. Also, when it comes to communication, they will use whatever form is most efficient, which is similar to the preference of baby boomers (Glass, 2007). Xers strive for balance in their lives, particularly between work and family, since they would be consumed by work given the technology to work anytime from anywhere (Beautell Wittig-Berman, 2008)). Another important trait for managers to understand about Gen Xers, is the fact that they truly enjoy feedback. Regardless of if its positive or negative feedback, they want to know how they are doing; which is contrary to baby boomers, who require little feedback. This can sometimes be a problem when an Xer is managing a Baby Boomer, because the Baby Boomer can become insulted due to specific instructions. This can also be a problem, because the younger managers sometimes feel intimidated by the boomer, making it difficult for them to give accurate feedback (Glass, 2007). So, how can management overcome this important trait within Generation X? Glass suggests simply asking the employer or employee what his or her expectation is regarding feedback and instructions, and then learning to adapt ones own approach to the answer (2007). A great manager will understand that some require more and less attention than others, just as well as some require different styles of feedback than others. There are several ways management can leverage everyone and win; and when doing so, there are four basic areas to focus on for overcoming generational conflict: changing human resource policies/corporate philosophies, ensuring an environment of effective communication, incorporating collaborative decision making, and developing internal training programs that focus on the differences (Glass, 2007). Glass states that, â€Å"Every generation wants to earn money, but that is not the only deciding factor in choosing and staying with a job. To better explain this, Xers are yet again compared to baby boomers. Boomers dont care to hear or learn about stock options, because they dont have time to exercise this type of benefit. On the other hand, Xers are greatly interested in this subject and trust when their companies actually teach about and offer this type of benefit (Glass, 2007). In terms of an example of how Gen Xers and Baby Boomers get along, one can bring up mentoring. Baby boomers tend to enjoy teaching or mentoring their younger generation. At the same time, Gen Xers seek the opportunity to learn and have extremely high standards for self-improvement (Glass, 2007). As mentioned earlier, the most important trait of Generation X is work/life balance. This is critical for management to understand, because a Gen Xer will pick a lower paying job if it offers less stringent work hours and far better benefits, in turn allowing for a greater work/life balance. Gen Xers will likely focus more on firms offering maternity leave and daycare benefits, which again, allow flexibility (Glass, 2007). They tend to focus more on the benefits, culture and flexibility of an organization when making a job decision. If a promotion is available, Xers will be more concerned about how everything else is affected before making the decision. They have begun to construct the strong families that they missed in childhood. Many organizations have not achieved the flexibility and work-family support that is consistent with their way of thinking (Beutell Wittig-Berman, 2008). Although its important to find a way to motivate and retain the other generations, this is a critical area to understand when trying to reach that goal with Generation X. The needs of most employees will change throughout their working lives; they may take on caring responsibilities, want to live in another country, or decide to embark on a completely different career. If one organization cannot meet these needs, they will not hesitate to look elsewhere for one that can (Deegan, 2009). Few companies adjust to these flexibility needs, but as Gen X becomes the new managers of companies in the future, this is likely an area that will change. Generation X brings a lot to the table, including a fresh perspective, effortless techno-literacy and an easy adaptability to change. As they take their places in the workforce, their ability to work effectively in teams will contribute directly to the success of their organizations. This is why its so critical for management to understand the different traits of the generations (Sirias, Karp Brotherton, 2007). Sirias, Karp Brotherton suggests that there are three variables that are important to gen Xers, which are: * Self-reliance Xers feel that individuals have to have the self-confidence to be able to perform their individual tasks. They strive to give 110 percent and if they do less than this, they are seen as a free rider or a burden to the team. * Competiveness Xers have a high level of competiveness, which should not be seen as an obstacle, but more so an opportunity. * The willingness to sacrifice yourself for the team To gen Xers, this represents a reflection as to the team should operate and that self-sacrifice is needed for team success. If management focuses on motivation in these areas when dealing with Generation X, success is prevalent. Its important to understand whats needed to retain the generation and its things like this that assist in that area (Sirias, Karp Brotherton, 2007). Gen Xers urge for individuality and have a higher potential for task effectiveness. As the workforce becomes more heavily populated by generation x, what needs to be considered are approaches in which organizations can modify team values and structures to meet the changing needs of the individual team members. Beautell Wittig-Berman suggests that Gen Xers value work-life balance, growth opportunities, and positive work relationships. They want challenging work that can be accomplished in a single day working flexible hours. They value flexibility and expect their employer to accommodate their work-family-life issues (Beautell Wittig-Berman, 2008). Work-family-life or what one can consider to be flexibility is by far the most important aspect of any company to Gen Xers. Although this may seem odd or overwhelming, companies that learn to adapt to this need can reap the benefits of this generation. The benefits that can stem from using flexibility as a motivating factor as follows: * Increased retention Employees are more likely to stay with a company that adapts to their needs and seems to care about their overall well being and not just the company. * Higher engagement and productivity Happy workers produce great goods or service. * Enhanced recruiting and competitive position When employers enjoy where they work, they have a habit of bragging to others about the company, which can lead to those individuals seeking the company when applying for new employment. * Reputation as an â€Å"employer of choice† Again, happy employees brag about the company, which leads to the word spreading of the company being one to work for. * Improved scheduling and coverage across time zones and continents This again stems from the employer feeling happy and content at work, which makes it simple for employees to work overtime when needed. This also makes it easy for everyone to learn to work together. * Reduced real estate costs Sometimes being flexible means allowing employees to work from home, which in turn saves the company space that would have normally been used. Employers that get the business case for flexible work arrangements will reap the rewards through increased employee engagement and loyalty, which in turn will drive their business to even higher levels of performance and productivity (Beautell Wittig-Berman, 2008). Managers should try to make work meaningful and fun for Gen Xers and understand their skepticism for what it is: a reflection of their honest observations about the relationship between employer and employee (Gibson, Greenwood and Murphy, 2009). Meeting employees needs does not mean compromising on performance; its about enabling employees to their full potential (Deegan, 2009). In sum, the relationship between the employer and employee is whats being judged. They dont just care about working, but more so about how work adapts to their personal life. Companies that pay close attention to the main motivating factor of Gen X will quickly run into understanding that flexibility is the key with this generation. Generation Y Although demographers often differ on the exact parameters of each generation, there is a general consensus that Generation X ends with the birth year 1977. Born in the mid-1980s and later, Generation Y legal professionals are in their 20s and are just entering the workforce. With numbers estimated as high as 70 million, Generation Y (also known as the Millennials) is the fastest growing segment of todays workforce (Rothberg, 2006, para. 1). According to the author of â€Å"Generation Y†, these folks â€Å"grew up with technology and rely on it to perform their jobs better† (Kane, 2008, para. 2). This generation prefers to communicate through e-mail and text messaging rather than face-to-face contact and prefers webinars and online technology to traditional lecture-based presentations. They always have cell phones and all sorts of other gadgets on hand (Kane, 2008). Some suggest that Generation Y people live on the fast track, and that they are â€Å"willing to trade high pay for fewer billable hours, flexible schedules and a better work/life balance† (Kane, 2008, para. 3). â€Å"While older generations may view this attitude as narcissistic or lacking commitment, discipline and drive, Generation Y legal professionals have a different vision of workplace expectations and prioritize family over work† (Kane, 2008, para. 3). Generation Y people are also achievement oriented. Just as mentioned on the article, the author describes this generation as one that has been: â€Å"Nurtured and pampered by parents who did not want to make the mistakes of the previous generation, Generation Y is confident, ambitious and achievement-oriented. They have high expectations of their employers, seek out new challenges and are not afraid to question authority. Generation Y wants meaningful work and a solid learning curve† (NA, 2006, para. 4). The authors of Leadership and the Future: Gen Y Workers and Two-Factor Theory describe Generation Y as being more idealistic than Generation Xers when it comes to the workplace but compared to Baby Boomer workers, they are described as being more realistic (Baldonado Spangenburg, 2009). They value teamwork and seek the input and affirmation of others. Part of a no-person-left-behind generation, Generation Y is loyal, committed and want to be included and involved. â€Å"Generation Y craves attention in the forms of feedback and guidance. They appreciate being kept in the loop and seek frequent praise and reassurance. Generation Y may benefit greatly from mentors who can help guide and develop their young careers† (Johnson Hanson, 2006, p.5). Rothberg states that those workers who are part of Generation Y workers â€Å"have a reputation for experiencing boredom and frustration with slow-paced environments, traditional hierarchies and even slightly outdated technologies† (2006). Dr. Larry Rosen, author of the Mental Health Technology Bible and TechnoStress: Coping with Technology @Work, @Home, @Play, argues that: â€Å"The biggest difference between members of Generation Y and those who came before them is that they have spent their entire lives surrounded by technology.†Technology just is for them. Its part of every aspect of their lives, unlike a lot of the people they will be coming to work for (Rothberg, 2006, p. 2). He suggests that the difference is more than a generational experience gap; its a difference in personality. Some state that the reason this generation is so different is because they grew up during one of the best economic times in the last 100 years, allowing them to grow with more luxuries than other generations (Rothberg, 2006). Baldonado Spangenburg point out that a survey was conducted in order to guide a descriptive study of Generation Y. It was designed to â€Å"explore motivational needs of Gen Y and their impact in the workplace† (2009, p. 2). Upon analyzing responses, several recommendations were provided in order for managers to be able to motivate this new workforce generation. The following is a list of suggestion provided by the authors in the article Leadership and the Future: Gen Y Workers and Two-Factor Theory: The authors suggest that companies should: 1. Support work/life balance in the workplace According to the article, Gen Y believes that their personal life is just as important as their professional life. It is recommended for companies to consider options such as fitness facilities/discount membership, education/training opportunities, flexible working arrangements, family leave policies, and childcare/eldercare programs. 2. Provide Gen Y workers with opportunities to grow in their job -Managers can provide Gen Y with challenging work as their skill and knowledge progresses. 3. Use achievement as a way to reward/motivate Gen Y workers Generation Yers are very interested in being recognized in their work environment. Suggestions include: employee of the month award and gift certificates among others. 4. Managers must clearly articulate safety and fun at work to employees. Having a fun and comfortable working environment can greatly motivate Gen Y cohort, according to the author. 5. Generation Y workers enjoy challenges. That is why the authors suggest increasing responsibility as a reward. This is considered a good motivator for this ever changing generation. 6. Finally, it is suggested for managers to create a fair salary/compensation package. (Baldonado Spangenburg, 2009, para. 14). According to the authors of the article Dont be so Touchy! The Secret to Giving Back to Millenials, constant feedback is an almost critical ingredient in performance and job satisfaction (Ferry Sujanski, 2009). The children of Baby Boomers, the Millennial Generation, have been raised in an atmosphere of high expectations, plenty of feedback and heaps of praise. They have received feedback on class assignments at each stage