Health and Diet Why Magnesium is Important Essay

Introduction Since our health is controlled by our diet, we highly need to consider the type of food we consume. Most of us shop for food that is tasty, but not necessarily healthy. Most our food today has a large amount of fat, salt, and other ingredients that can be unhealthy. How many of us consider the dark green type of food, such as spinach? Or may be nuts and soymilk that has a lot of minerals? Some of us probably do, but do we consume them in sufficient amounts? This may seem a trivial issue on the short run, but keeping our diet balanced with food that consist of some minerals can effectively prevent many illness on the long term. The idea is not that we eat but rather we know what we to eat. Magnesium is one mineral that†¦show more content†¦meat, and beverages are also sources of Magnesium. The table below describes types of food that have been chosen randomly from a chart in a research. It shows Magnesium availability in quantities: Food Quantity Mg Amount available per serving Almonds, dry roasted 1 ounce 80 Milligrams(mg) Spinach, boiled  ½ cup 78 (mg) Cashews, dry roasted 1 ounce 74( mg) Soymilk, plain or vanilla, 1 cup 61 (mg) Black beans, cooked  ½ cup 60 (mg) Bread, whole wheat, 2 slices 46 (mg) Banana 1 medium 32 (mg) Raisins  ½ cup 23 (mg) Apple 1 medium = 9 per serving 9 (mg) Carrot (raw) 1 medium 7 (mg) Magnesium Deficiency: Magnesium deficiency is the lack of the appropriate amount of Magnesium needed in the human body. It is called hypomagnesaemia, and it can be resulted from the lack of magnesium in the diet or poor medical condition, such as chronic alcoholism. Consuming some types of medications can cause hypomagnesaemia. 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Vygotsky s Theory Of The Zone Of Proximal Development

In chapter 9 of the textbook â€Å"Children† by John Santrock, Vygotsky’s theory of the zone of proximal development was discussed. The zone of proximal development is the space in which learning is accomplished. Within this zone, you are taking into account the skills that children can complete by themselves and also the skills that they would have the ability to complete with some help. With the zone of proximal development, you are looking at what a child can accomplish by them self, which is called the lower limit. Along with looking at those skills, you are looking at what the child can then accomplish with some help, which is called the upper limit. According to Vygotsky, the space between the lower limit and the upper limit is where the most beneficial learning for that child takes place. When the learning is occurring the lower and upper limits will move to allow for the newly learned material, this movement is called scaffolding. 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The Role of Social Partnership Free Essays

string(68) " be made between two conceptions, or dimensions, of partnership: 1\." THE ROLE OF SOCIAL PARTNERSHIP Rory O’Donnell From Studies, Volume 90, Number 357 1. Introduction Social partnership has been a conspicuous feature of Irish economic, social and political life in the past decade and a half. This paper assesses its role in Ireland’s economic transformation and considers what role it might have in the years to come. We will write a custom essay sample on The Role of Social Partnership or any similar topic only for you Order Now Section 2 outlines the analytical foundations of Irish partnership and Section 3 shows how these are reflected in the five partners hip programmes since 1987. Section 4 summarises the self-understanding of partnership as a system of bargaining, inclusion and deliberation. The impact of partnership on economic performance is discussed in section 5. The paper close with consideration of the pressures on partnership and its possible future. 2. The Analytical Foundations of Irish Social Partnership In 1990, the National Economic and Social Council (NESC) set out a framework which has informed its subsequent work, and which underlies the social partners’ understanding of the process. It argued that there are three requirements for a consistent policy framework in a small, open, European democracy: (I) Macroeconomic: the economy must have a macroeconomic policy approach which guarantees low inflation and steady growth of aggregate demand; (ii) Distributional: there must be an evolution of incomes which ensures competitiveness, which handles distributional issues without disrupting the economy and which is fair; (iii) Structural: there must be a set of policies which facilitate and promote structural change in order to maintain competitiveness in an ever changing external environment. The Council argued that, in the Irish case, the first of these requirements is best met by adherence to the European Exchange Rate Mechanism (ERM) and transition to EMU. It argued that the second of these requirements is best met by a negotiated determination of incomes. To be really effective, such a negotiated approach must encompass not only the evolution of pay, but also taxation, the public finances, monetary policy, the main areas of public provision and social welfare. In pursuit of the third requirement, the Council advocated a programme of structural reform in taxation, social welfare, housing, industrial policy, manpower policy and the management of public enterprises. It argued that such reforms are best achieved with the consent and participation of those who work in the agencies and institutions concerned. The international orientation of Irish social partnership was further underlined in the 1996 NESC report Strategy into the 21st Century. While globalisation has undermined many elements of national economic policy, there remain areas where national policy remains crucial. In a small, open, European democracy like Ireland: (I) Most of the policies which affect national prosperity are supply-side policies; (ii) Given rapid economic change, national policies must produce flexibility; (iii) Successful national supply-side policies, directed towards innovation and competitiveness, depend on the high level social cohesion and co-operation that the state can both call upon and develop. This suggests that once a consensus on macroeconomic policy is in place, the main focus of policy should be on the supply-side measures that influence competitive advantage and social inclusion, and on institutional arrangements that allow discovery and implementation of such measures (NESC, 1996). 3. Five Social Partnership Agreements, 1987 to 2001 The content and process of social partnership has evolved significantly since 1987 (O’Donnell and O’Reardon, 1997, 2000). All five programmes included agreement between employers, unions and government on the rate of wage increase in both the private and public sectors for a three-year period. The exchange of moderate wage increases for tax reductions has remained an important feature of partnership. Beyond pay and tax, the partnership programmes have contained agreement on an ever-increasing range of economic and social policies. A consistent theme has been the macroeconomic parameters of fiscal correction, the Maastricht criteria and transition to EMU. Another has been employment creation and the problem of long-term unemployment. The 1990 agreement led to the creation of local partnership companies—involving the social partners, the community and voluntary sector and state agencies—to design and implement a more co-ordinated, multi-dimensional, approach to social exclusion (Sabel, 1996; Walsh et al, 1998). While partnership began by addressing a critical central issue, looming insolvency an economic collapse, it has since focused more and more on a range of complex supply-side matters. An important feature of Irish social partnership has been the widening of the process beyond the traditional social partners. The National Economic and Social Forum (NESF) was established and membership of existing deliberative bodies (such as NESC) was widened to include representatives of the community and voluntary sector. The programmes negotiated in 1996 and 2000 involved representatives of the unemployed, women’s groups and others addressing social exclusion. Those agreements also included measures to promote partnership at enterprise level and agreement on action to modernise the public service. Using the consistent policy framework outlined in Section 2, we can identify a significant dual evolution of Irish social partnership. Over the five programmes since 1987, the emphasis has shifted from macroeconomic matters to structural and supply side policies, and the range of supply-side issues has widened to address key constraints on Irish growth, such as childcare and life-long learning. This change in the substance or content partnership has involved a parallel change in method. While macroeconomic strategy can be agreed in high-level negotiation, complex cross-cutting policies on social exclusion, training, business development or childcare cannot be devised and implemented in high-level national deliberation or negotiation. Consequently, to address the growing list of supply-side issues there has been an expanding array of working groups, task-forces, ‘frameworks’ and ‘forums’—involving representatives of the various social partners. In a few areas of policy—such as long-term unemployment, rural and urban re-generation and business development—new institutional arrangements have been created involve actors on the ground. + 4. Beyond Bargaining: Deliberation and Problem Solving Shared analysis of economic and social problems and policies has been a key aspect of the partnership process. Indeed, that analysis has focused on the partnership system itself (NESC, 1996; NESF, 1997). This revealed that a distinction can be made between two conceptions, or dimensions, of partnership: 1. You read "The Role of Social Partnership" in category "Essay examples" Functional interdependence, bargaining and deal making. 2. Solidarity, inclusiveness and participation. Effective partnership involves both of these, but cannot be based entirely on either. To fall entirely into the first could be to validate the claim that the process simply reflects the power of the traditional social partners. To adopt a naive inclusivist view would risk reducing the process to a purely consultative one, in which all interests and groups merely voiced their views and demands. There is a third dimension of partnership, which transcends these two. ‘Bargaining’ or ‘negotiation’ describes a process in which each party comes with definite preferences and seeks to maximise its gains. But partnership involves the players in a process of deliberation that has the potential to shape and reshape their understanding, identity and preferences. This idea is implicit in NESC’s description of the process as ‘dependent on a shared understanding’, and ‘characterised by a problem-solving approach designed to produce consensus’. This third dimension has to be added to the hard-headed notion of bargaining (and to the idea of solidarity) to adequately capture the process. The key to the process would seem to be the adoption of ‘a problem-solving approach’. As one experienced social partner put it, ‘The society expects us to be problem-solving’. A notable feature of effective partnership experiments is that the partners do not debate their ultimate social visions. This problem-solving approach is a central aspect of the partnership process, and is critical to its effectiveness. This suggests that rather than being the pre-condition for partnership, consensus and shared understanding are more like an outcome. It is a remarkable, if not easily understood, fact that deliberation which is problem-solving and practical produces consensus, even where there are underlying conflicts of interest, and even where there was no shared understanding at the outset. It is also a fact that using that approach to produce a consensus in one area, facilitates use of the same approach in other areas. The key may lie in understanding what kind of consensus is produced when problem-solving deliberation is used. It is generally a provisional consensus to proceed with practical action, as if a certain analytical perspective was correct, while holding open the possibility of a review of goals, means and underlying analysis. The word compromise is inadequate to describe this type of agreement, since compromise so often fudges the issues that need to be addressed. A similar account of the elements and process of concertation has independently emerged in recent work on the ‘Dutch miracle’ (Visser and Hemerijck, 1997; Visser, 1998). Visser and Hemerijck draw attention to new combinations of centralisation and decentralisation, and emphasise the combination of interest-group dialogue and expert input which create a common definition of problems. This yielded a ‘problem-solving style of joint decision-making’, in which participants are ‘obliged to explain, give reasons and take responsibility for their decisions and strategies to each other, to their rank and file, and to the general public’ (Visser, 1998, p. 12). The institutions of concertation work where they facilitate shift from a ‘bargaining style’ to a ‘problem-solving style’. Visser considers that ‘the most interesting property of social cencertation lies in the possibility that interest groups redefine the content of their self-interested strategies in a â€Å"public-regarding† way’ (Visser, 1998, p. 13). 5. The Impact of Partnership on Economic Performance The period of social partnership has been one of unprecedented economic success in Ireland. The country not only escaped from the deep economic, social and political crisis of the 1980s, but may have significantly addressed its long-term developmental problems of emigration, unemployment, trade deficits and weak indigenous business development. Under partnership, growth resumed, inflation continued to decline, the budget deficit fell sharply, employment began to recover, but unemployment initially stayed stubbornly high. The European recession of the early 1990s and the ERM crisis of 1992-93 interrupted Ireland’s recovery somewhat. Strong growth after 1993 produced a dramatic increase in employment, huge budget surpluses and, eventually, a big reduction in unemployment. The combination of economic growth, tax reductions, reduced interest rates and wage increases yielded a substantial increase in real take home pay. Between 1987 and 1999, the cumulative increase in real take home pay for a person on average manufacturing earnings was over 35 per cent. The performance of the Irish economy since the mid-1990s, was exceptionally strong, particularly in employment creation. Indeed, between 1994 and 1999, Ireland achieved a 28 per cent increase in employment, while the EU as a whole produced a 3 per cent increase. What role has partnership had in Ireland’s remarkable economic performance since 1987? The partnership approach would seem to have had a significant impact on the Irish economy, though three channels: wage bargaining, coherent and consistent macroeconomic policy and change in supply-side factors. Consider first the impact of the partnership approach to wage bargaining. One of the most striking features of Irish economic performance in the period of partnership has been the enhanced profitability of business. Lane demonstrates that the rate of return on capital almost doubled, rising from 8. 6 percent in 1987 to 15. 4 per cent in 1996. The sharp rise in profitability coincides with ‘the formation of a new consensus among the social partners, as formalised in the negotiation of a sequence of national agreements’, suggesting that ‘the incomes policy that lies at the heart of a new consensus is an important factor in explaining the income shift from labour to capital’ (Lane 1999, p. 228). The resulting environment of wage moderation and high profitability is almost certainly a key factor in Ireland’s employment creation, attraction of inward investment and the unprecedented commercial success of indigenous companies (see also Honohan, 1999; McHale, 2000). FitzGerald’s econometric study of the Irish labour market leads him to suggest that the ‘impact of the partnership approach to wage formation has been less significant than many have assumed’, since ‘the partnership approach served more to validate the results which market forces had made inevitable’ (1999. p. 160 and p. 162). The main impact of partnership lay in improved industrial relations, which significantly enhanced economic performance, and the fact that ‘the partnership approach has also contributed to a more coherent approach to economic policy making’ (FitzGerald, 2000, p. 42). This brings us to the second channel through which partnership influenced the economy. In macroeconomic terms, partnership was an important element in Ireland’s transition form a high-inflation, volatile and conflictual economy to a low-inflation, stable, economy. In particular, a shared understanding on the position of the Irish economy took the exchange rate, and therefore inflation, outside day-to-day party political competition and industrial relations conflict. This can be contrasted with an approach in which short-termism ruled in economic policy, business decisions and wage setting. Through much of the post war period, that led the UK to short bursts of economic growth, followed by recessions imposed in order to reduce inflation. Ireland’s experiment since 1987, partly inoculated it from the unsuccessful combination of macro policy and income determination pursued in Britain for many years. Ireland finally escaped the most negative effects of Britain’s political business cycle. As a result, it achieved low and predictable inflation combined with strong growth of output and employment. It has also preserved a higher level of social solidarity, which seems an essential pre-requisite to sustaining redistributive policies and addressing issues of structural change and reform in a non-conflictual way. Ray MacSharry, Minister of Finance during the critical period of fiscal correction, considers that ‘social partnership could well be regarded as the crowning achievement of the Celtic Tiger economy’ (MacSharry and White, 2000, p. 144). The third channel of influence on the economy is a supply-side mechanism. This arose because there would seem to be a close connection between settling major macroeconomic and distributional issues, on the one hand, and constructive engagement with supply-side problems, on the other. Closing-off macroeconomic alternatives freed management, union, community and government energies for discussion of real issues that impact on competitiveness and social inclusion—corporate strategy, technical change, training, working practices, the commercialisation of state-owned enterprises, taxation, local re-generation, active labour market policy—and forced (almost) all to engage in realistic discussion of change. During the period of Partnership 2000, the Irish economy has been in virtuous circle. Wage restraint has enhanced competitiveness, which has been converted into employment growth. This in turn has generated additional tax revenues which have been used to reduce direct taxes and hence underpin wage moderation. Indeed, the success of the 1990s has been so great that the constraints on Irish growth now consist of infrastructural bottlenecks and labour shortages, something I discuss in Section 6. It would clearly be inaccurate to attribute all the success of the Irish economy to social partnership. Partnership enhanced competitiveness, assisted fiscal correction, produced consensus and stability in economic policy, and increased flexibility in both public policy and enterprises. This created the context within which Ireland’s long-term developmental strategy finally achieved its potential. That strategy involved heavy investment in education, particularly in information technology, attraction of inward investment and full participation in European integration (O’Donnell, 2000). The ‘Celtic Tiger’ of the 1990s resulted from the interaction of partnership with a set of supply-side characteristics that nhanced international competitiveness and encouraged fast economic growth. These included a young, well-educated, English-speaking workforce, improved infrastructure (funded by both the EU and the Irish state), an inflow of leading US enterprises (attracted by both Irish conditions and the deepening European market), a new population of Irish enterprises ( free of the debilitating weaknesses of the past and open to new organisational patterns), and de-regulation of the service sectors (driven by the completion of the Euroean internal market). The completion of the European internal market internal was a most important factor in the recovery and re-orientation of the Irish economy. One possible limit of consensus is the difficulty of undertaking radical action which disrupts entrenched interests in protected parts of both the public and private sector. While social partnership stabilised the economy, European integration produced a steady pressure to make public utilities and services more efficient, consumer-oriented and independent of state subsidy or protection+. Thus, Ireland benefited from an unusual, but benign, combination of institutionalised co-ordinated of the key economic actors and pressure for market conformity (O’Donnell, 2000). While the evolution of Irish economic policy in the past fourteen years has been marked by a high level of consensus—between the social partners and across the political spectrum—the more liberal and orthodox economists have stood outside the consensus. Their opposition, negligible in policy terms but influential in academia and the media, is both to the substance of the prevailing consensus and to the idea and value of consensus itself. Some have objected to the politicisation of industrial relations because they believe it adds to the bargaining power of trade unionism. Others have argued that the social partners are ‘insiders’, whose pay and conditions have been protected at the expense of ‘outsiders who would work for less’, and that social partnership has had the effect of ‘raising the level of unemployment and emigration’ (Walsh and Leddin, 1992). In a recent historical review of Irish development, Haughton says ‘It was fortunate that the wage agreements have coincided with rapid economic growth, because the agreements create considerable rigidity in the labour market’ (Haughton, 1998, p. 37). An aspect of the strategy that has particularly provoked orthodox and neo-liberal economists is EMU. Opposition to the negotiated approach to economic and social management is combined, in almost all cases, with a strong attachment to sterling rather than the euro (e. g Neary and Thom, 1997). 6. The Future of Social Partnership Given pressure on the wage agreement of the Programme for Prosperity and Fairness (PPF), many are asking ‘can partnership survive? It seems more useful to consider what is now required in the three elements of the consistent policy framework—macroeconomic, distribution and structural change—and to ask what role partnership has in facilitating the necessary policies. Adopting that approach, it is clear that structural issues are urgent and the distributional settlement in place since 1987 is under pressure. The future of partnership revolves around these two. The urgency of structural and supply-side issues was recognised in the PPF. Rapid growth has led to bottlenecks in housing, labour supply, childcare, health, transport, telecommunications, electricity generation and waste management. While the primary goal of partnership had been fiscal correction and employment creation, public policy must now aim to increase living standards, enhance the quality of life, achieve infrastructural investment and lay the economic and social foundations for long-term prosperity. Both short term sustainability and long-term prosperity and social cohesion, require a radical improvement in the level, quality and range of services. Does partnership have a role in achieving these structural and supply-side changes? The key to answering this question lies in recognising that many of these require fundamental change in public administration and the organisation of working life. This suggests a first role for social partnership: it can help to create a new national consensus for organisational change and continuous improvement. The experience of the past shows that the partners’ strategic overview—if persuasive, oriented to the wider good and genuinely problem-solving—can been a critical element in achieving major change in Irish policy. Without a strong consensus on organisational change, pay issues (which do require attention) are likely to crowd out issues of service and organisational capability. In a consensus-oriented system, it is necessary to mobilise consensus to overcome veto points that systems of consultation can create. But the solution of many of these structural and supply-side problems cannot be found in high-level deliberation and bargaining alone. While government is critical, it cannot on its own design and provide the necessary services. We require examination of the content, delivery, monitoring and evaluation of public policy and services. This recasting of public policy must include reconsideration of the roles of central departments, agencies, professionals, branch offices and citizens in setting goals, delivering services and monitoring performance (O’Donnell and Teague, 2000). This suggests a second role for social partnership: government, its agencies and the social partners can jointly work out how certain supply-side services can best be provided. But it also demands that the evolution in the method of partnership—from high-level negotiation to multi-level problem solving—be taken much further, to include organisations on the ground and citizens in problem solving and policy design. It is clear that the distributional element of the partnership framework is also under considerable stress and requires re-examination and probably revision. Indeed, it looks likely that all three elements of the distributional settlement require reconsideration: wage bargaining, public sector pay determination and social inclusion and the social wage. The pressure on these arrangements is largely a reflection of the dramatic change in the size and structure of the economy, the new approaches adopted within firms and changing patterns of social and family life. Some argue that in the face these pressures we should abandon the partnership approach and leave the distributional issues to be determined in a completely decentralised way. This ignores a number of co-ordination problems which can hamper economic performance and lead to unfair outcomes. Fully decentralised pay determination, combined with no consensus on tax and public expenditure, can lead to over-shooting and inconsistent claims on the output of the economy. This would cause a loss of competitiveness and employment and leave the weakest most vulnerable. With or without a single national wage norm, Ireland must find an approach to distribution which avoids these problems. While partnership began in an attempt to rescue the Irish economy, society and politics from the deep crisis of the 1980s, its development through the 1990s suggests that it should be seen as a part of the dramatic opening, Europeanisation, commercialisation and democratisation of Irish society. Since the destination of the society is unknown, so partnership must take new forms, provided it can continue to anticipate and help solve the problems that change throws up. REFERENCES FitzGerald, J. 1999) ‘Wage Formation and the Labour Market’, in F. Barry ed. Understanding Ireland’s Economic Growth, Macmillan, London. Haughton, J. (1998) ‘The dynamics of economic change’, in W. Crotty and D. Schmitt, Ireland and the Politics of Change, Longman, London. Honohan, P. (1999) ‘Fiscal and Monetary Policy Adjustment’, in F. Barry ed. Understanding Ireland’s Economic Growth, Macmillan, London. Lane, P. (1998) ‘Profits and wages in Ireland, 1987-1996’, Journal of the Social and Statistical Society, Vol XXVII, Part V. MacSharry, R. and White, P. 2000) The making of the Celtic Tiger: the Inside Story of Ireland’s Boom Economy. Cork: Mercier Press. McHale, J. (2000) ‘Options for Inflation Control in the Irish Economy’, Quarterly Economic Commentary, September 2000. Neary, J. P. and Thom, R. (1997) ‘Punts, Pounds and Euros: in Search of an optimum Currency Area’, mimeo, University College Dublin. NESC, (1990) A Strategy for the Nineties: Economic Stability and Structural Change, Dublin: National Economic and Social Council, NESC, (1996) ‘Strategy into the 21st Century, Dublin, National Economic and Social Council NESF, (1997) A Framework for Partnership: Enriching Strategic Consensus through Participation, Dublin: National Economic and Social Forum. O’Donnell, R. (1998) ‘Ireland’s Economic Transformation: Industrial Policy, European Integration and Social Partnership’, University of Pittsburgh, Working Paper No. 2. O’Donnell, R. (2000) ‘The New Ireland in the New Europe’, in R. O’Donnell ed. Europe—the Irish Experience. Dublin: Institute of European Affairs. O’Donnell, R. and C. O’Reardon, (1997) ‘Ireland’s Experiment in Social partnership 1987-96’, in Giusseppe Fajertag and Phillipe Pochet (eds. Social Pacts in Europe, Brussels: European Trade Union Institute, 1997 O’Donnell, R. and C. O’Reardon, (2000) ‘Social partnership in Ireland’s Economic Transformation’, in Giusseppe Fajertag and Phillipe Pochet (eds. ) Social Pacts in Europe—New Dynamics, Brussels: E uropean Trade Union Institute. O’Donnell, R. and Teague, P. (2000) Partnership at Work in Ireland: An Evaluation of Progress Under Partnership 2000. Dublin: The Stationery Office. Sabel, C. F. (1996) Ireland: Local Development and Social Innovation, Paris: OECD, 1996 Visser, J. (1998) ‘Concertation—the Art of Making Social Pacts’ paper presented at Notre Europe/ETUI seminar on ‘National Social Pacts’, Brussels, June 10th, 1998. Visser. , J. and A. Hemerijck (1997) ‘A Dutch Miracle: Job Growth, Welfare Reform and Corporatism in the Netherlands’ Amsterdam: Amsterdam University Press Walsh B. and Leddin A. (1992) The Macroeconomy of Ireland, Dublin: Gill and Macmillan. Walsh, J. , Craig, S. and McCafferty, D. (1998) Local Partnerships for Social Inclusion? , Dublin: Oak Tree Press. How to cite The Role of Social Partnership, Essay examples

The Ethics of Creative Accounting free essay sample

Introduction: In the accounting world, the general rule is that accounts should give a true and fair view. Under local and international law, a professionally experienced accountant has a responsibility to meet the terms, a corporation has a legal responsibility to meet the terms, and auditors have a legal responsibility to give some species of judgment on compliance. Although the function of accounting principles and other rules, creative accounting has constantly played a part in the efforts made by a few companies to present their performance in a better light.Creative Accounting: Creative accounting, can be defined in a number of ways also called aggressive accounting, Creative accounting is a process whereby accountants use their knowledge of accounting rules to manipulate the figures reported in the accounts of a business. To investigate the ethical issues raised by creative accounting applies have been necessary by the financial analysts and investment advisers and the aim of company directors to present the business as having steady growth in income and profits. Reasons for Creative Accounting: Consideration of creative accounting have alert mainly on the impact on decision of investors in the stock market. Reasons for the directors of listed companies to seek to influence the accounts for following reasons: 1. Income smoothing: Companies generally prefer to report a steady trend of growth in Profit rather than to show volatile profits with a series of dramatic rises and falls.This is achieved by making unnecessarily high provisions for liabilities and against asset values in good years so that these provisions can be reduced, thereby improving reported profits, in bad years. 2. Company directors may keep an income-boosting accounting policy change in hand to distract attention from unwelcome news. 3. Creative accounting may help maintain or boost the share price both by reducing the apparent levels of borrowing, so making the company appear subject to less risk, and by creating the appearance of a good profit trend.Accounting Ethics: Ethics in the business background is essential to success, however some stipulate to the more deceitful approach of accomplishing their goals at any moral or ethical cost. When developing an accounting curriculum, it is solution to connect both students and professionals with situations that require ethical responses. It is sometimes not enough to rely on the if-then symbol of if you steal, you go to jail. Money is between the most tempting of desires, and those who work with it often possess such emotions.It is extremely difficult to draw an ethical line on creative accounting when the generally accepted accounting principles often allow multiple accounting methods that a company can choose from when calculating certain items. This is due to the m any types of businesses in the economy. With all of the different sizes and natures of transactions, it is extremely difficult for there to be just one accounting method for all companies to use, and therefore, multiple accounting methods exist for companies to choose from.For example, in the case of computing depreciation, managers and accountants have several methods from which they may choose. Some of these are straight-line, declining-balance, and double-declining-balance depreciation. Not only can the managers and accountants select any of the multiple depreciation methods when computing depreciation cost, but they can also pick one method for depreciating one thing, such as buildings, and another method for depreciating another thing, such as equipment.This depreciation example is just one of the many multiple accounting methods that a company can legally employ. Thus, companies will most likely, if not probably, use the accounting method that will give them their most preferred image. The ultimate argument: Propone nts of creative accounting argue that all the examples given are done in an ethical capacity. They claim that the FASB has set the generally accepted accounting principles to give managers and accountants various accounting methods from which they can select.When applying certain methods, the companies are going to choose the ones that make their financial statements better. This is the nature of business—to make the company succeed as well as possible. Creative accounting assists in this endeavor. On the other hand, opponents of creative accounting see it as â€Å"accounting manipulation†. The opponents believe that creative accounting is used when managers and accountants want to manipulate the financial statements to show a certain outcome.For instance, when managers want to portray better figures in certain accounts to stockholders, they will employ creative accounting techniques to get their desired results. In these cases, management is most likely not achieving a company’s ultimate goal of increasing stock value. In the short run, the company’s stock value might rise due to the numbers shown by the creative accounting, but in the long run, the creative accounting hurts the ultimate goal of increasing stock value because the company cannot employ the creative accounting techniques forever.Since the company cannot continually deceive stockholders with the figures derived by creative accounting, the reality of the situation must eventually be divulged. When this occurs, this hurts the value of the stock not only at the time, but also in the long run if the company does not go out of business. The accounting scandals of Enron, WorldCom, Tyco, Adelphia, and the like illustrate when creative accounting unquestionably becomes unethical and illegal. In these cases, creative accounting was taken to the extreme.The generation of auditors, accountants, and managers present in these companies at the time of their collapses did not respond correctly or quickly enough when confronted with ethical dilemma. In the case of Enron, management employed â€Å"aggressive accounting† where there was a total of almost $1 billion in accounting â€Å"errors† by the time the company collapsed. Opponents of creative accounting use this case as an example of why creative accounting should not be employed.

Achieving Closure in The Kite Runner Essay Example

Achieving Closure in The Kite Runner Essay In many cases, writers achieve closure, which is the ‘tying up’ of the narrative, to allow readers to think about how the content, form and structure of a text creates a meaning. To effectively achieve unity and coherence in the narrative, the closure needs to be constructed with aspects such as; dealing with loose ends, solving problems, and answering questions. ‘The Kite Runner’ also achieves closure through the use of these narrative techniques, which will be analyzed briefly in this essay. Throughout the ending chapters of the book, we come across with themes related to religion and God. In chapter 25, Amir is in a position of panic due to Sohrabs grave injury. And during this scene, Amir uses a sheet as a prayer rug to pray for the first time in fifteen years. â€Å"I will do zakat, I will do namaz†, quotes such as these support the idea of the theme given and also provide as s resolution as Amir finally prays after fifteen years with the last one being when his father had received the CAT scan for cancer. These two scenes offer a parallelism in that they both demonstrate the struggle of Amir and through it achieves closure. We will write a custom essay sample on Achieving Closure in The Kite Runner specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Achieving Closure in The Kite Runner specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Achieving Closure in The Kite Runner specifically for you FOR ONLY $16.38 $13.9/page Hire Writer While the narrator speaks in first person, describing the events of his past, during this chapter, the tense changes from past to present, bringing tension into the story and allowing the readers to be immersed into the action. Furthermore, the story is told in Amir’s perspective, therefore feeling his desperation and increasing the readers’ empathy towards Amir. â€Å"I see I bow† with all these present tense, there is no sense of predetermined outcome, everything is immediate and therefore we have no clue as to what is going to happen later on. It could be added that this is one of the climax in the book as there is a rise in tension and is also the point of resolution or development of whether Sohrab will make it alive or not. Another way in which Hosseini achieves closure in his book is by app

Biography of Samuel Alito, Supreme Court Justice

Biography of Samuel Alito, Supreme Court Justice Samuel Anthony Alito Jr. (born on April 1, 1950) is a Supreme Court justice who has served on the court since January 31, 2006. He is known for being one of the most conservative justices in modern history. His nickname is Scalito because his political views and judgments are similar to that of the late Supreme Court Justice Antonin Scalia. Fast Facts: Samuel Alito Occupation: Justice of the Supreme Court of the United StatesBorn: April 1, 1950 in Trenton, New JerseyParents: Samuel Alito and Rose (Fradusco) AlitoEducation: Princeton University, AB, 1972; Yale University, JD, 1975Key Accomplishments:  National Italian American Foundation (NIAF) Special Achievement Award for Public ServiceSpouse: Martha-Ann (Bomgardner) Alito  Children: Philip and LauraOffbeat Fact: Alito is a  longtime fan of the Philadelphia Phillies. Early Life and Education Samuel Alito Jr. was born to Samuel Alito Sr. and Rose (Fradusco) Alito on April 1, 1950 in Trenton, New Jersey. His father was an Italian immigrant and his mother was  Italian-American. Both of them worked as schoolteachers. As a child, Samuel Alito Jr. grew up in the suburbs and attended a public school. He participated in a wide range of clubs and was the valedictorian of his senior class. After high school, he attended Princeton University, where he graduated with a Bachelor of Arts in history and political science. Alito then enrolled in Yale Law School and graduated with a Juris Doctor in 1975. Early Career Alito had dreams of sitting on the Supreme Court when he was still at Princeton, but it would be quite a few years before he achieved that goal. Between 1976 and 1977, Alito worked as a law clerk for Leonard I. Garth, a Nixon-appointed judge on the US Court of Appeals for the Third Circuit. In 1977, Alito took a job as the Assistant US Attorney for the District of New Jersey, and in 1981, he began serving as the Assistant to the US Solicitor General. Alito held this job until 1985, when he became Deputy Assistant to the US Attorney General. In 1987, President Ronald Reagan appointed Alito as the US Attorney for the District of New Jersey. Alito continued to climb the ranks in the courts. In 1990, he was nominated to the US Court of Appeals for the Third Circuit in Newark, New Jersey by President George H.W. Bush. A few months after the nomination, the Senate unanimously confirmed Alito with a voice vote. He would serve as a judge on this court for 16 years. During that time, he had a record of issuing conservative opinions. For example, he was of the opinion that women should be required to notify their husbands about planned abortions and was the only dissenting voice in a 3rd Circuit ruling that struck down a Pennsylvania law, known as the Pennsylvania Abortion Control Act of 1982. Supreme Court Nomination Sandra Day OConnor, the first woman to serve on the US Supreme Court, retired in 2006. She was a conservative, Reagan-nominated Justice. Although she sided with the other conservative justices in most cases, she wasnt always predictable in her decisions and was commonly viewed as the swing vote. When OConnor announced her retirement, Republicans hoped for a more conservative replacement. President George W. Bush originally nominated John Roberts for the seat, but withdrew the nomination. Harriet Miers was President Bushs second nomination, but she withdrew when it became evident that there was widespread opposition to her nomination. President Bush nominated Samuel Alito for OConnors seat on October 31, 2005. The American Bar Associations Standing Committee on Federal Judiciary gave Alito a well-qualified rating, which is the highest rating that can be received. Many conservatives and pro-life advocates applauded the nomination, but not everyone supported Alito. Democrats expressed concern that he was a hard right conservative, and the American Civil Liberties Union (ACLU) formally opposed the nomination. The Senate eventually confirmed Alitos nomination in a 58-42 vote. Alito was sworn in as an associate justice to the US Supreme Court on January 31, 2006. Legacy During his tenure as a Supreme Court justice, Alito has proven to be a reliable conservative vote. He has used his interpretation of the law and his political ideologies to shift the law to the right in several areas, including womens reproductive rights and religious liberty. Some of the biggest cases he has worked on during his Supreme Court tenure include Burwell v. Hobby Lobby, Morse v. Frederick, and Ledbetter v. Goodyear Tire and Rubber Company, Inc. Each year, the Supreme Court takes on blockbuster cases related to some of the most divisive issues in the country. This means that Justice Samuel Alito has plenty of opportunities to add to his legacy and leave his ideological mark. Sources Gorod, Tom Donnelly Brianne. â€Å"None to the Right of Samuel Alito.†Ã‚  The Atlantic, 30 Jan. 2016, www.theatlantic.com/politics/archive/2016/01/none-to-the-right-of-samuel-alito/431946/.Houck, Aaron M., and Brian P. Smentkowski. â€Å"Samuel A. Alito, Jr.†Ã‚  Encyclopà ¦dia Britannica, 29 June 2018, www.britannica.com/biography/Samuel-A-Alito-Jr.â€Å"Samuel Alito Fast Facts.†Ã‚  CNN, Cable News Network, 28 Mar. 2018, www.cnn.com/2013/02/03/us/samuel-alito-fast-facts/index.html.

Business Proposal Paper Essay Example | Topics and Well Written Essays - 2250 words

Business Proposal Paper - Essay Example The paper will intend to provide a detailed business proposal for the reason of starting up a fresh business that is of a gift shop. A comprehensive structure of the business along with the required procedures for starting a fresh business will be explained in the business proposal. The business proposal will provide a lucid comprehension of the entire process of setting up a fresh business. Business Idea The sector of gift shop is learnt to be growing presently in Saudi Arabia but it has also been observed in this respect that the existing gift shops fail to cater to the overall requirements of the customers owing to dearth of innovative competence. Taking this aspect into consideration the business plan to establish a gift shop in Riyadh, Saudi Arabia was developed. The gift shop has been decided to be known to people by the name of ‘Customise your Gift’ and is planned to be situated in one of the renowned shopping malls of Riyadh. The gift shop is expected to cater to the requirements of its respective customers with the help of its unique products as well as services. The gift shop has been planned to offer gift products with a certain unique edge which is believed to prove to be quite appealing for the customers. The shop will offer gift items which will include sketching or portrayal on t-shirts by the customers and even making sculptures or carvings on silver, bronze and silver metal forms. The carvings or the made sculptures will be turned into exclusive pieces of jewelleries by the expert artisans of the shop. The customers will be given the preference of creating customised t-shirts or jewellery with their own respective designs or they will be also provided with the option of selecting designs from the catalogues offered by the shop itself. This exceptional idea of customising gifts particularly in the form of jewellery will provide an innovative edge to the products which will help the gift shop attain competitive advantage over its other competitors. Customise your gift will also aim towards offering certain special services to its respective customers which will include credit card service, gift card, home delivery and even membership cards which can be used for special discounts. Th e facility of online shopping and ordering of products has also been planned

Analyse the Impact of the Changing Strategic Environment on delivery Essay

Analyse the Impact of the Changing Strategic Environment on delivery of Air Power - Essay Example Security challenges are featuring jumbled and confusing situations loaded with diverse and multi-shaped threats. There is a long list of threats, which is by no means exhaustive. Some of these threats include not only international war and conflict but also the local violence, well planned crime, terrorism and weapons of mass destruction. The other threats with equally disastrous impacts are the high incidence of poverty. All these threats have the potential to undermine substantially the fabric of the nation state system. Globalization is also the most compulsive factor of sprinkling risks by means of deactivating the muscles of a nation and preparing the ground where the prophecy about conflict would be hard to make. In a capitalism driven world, global media and new innovations facilitating them will affect both national and global politics and will in turn cultivate the socio-economic power and security accordingly. Additionally, the intertwined links that hold together the key players present in the battlefield of the contemporary world like military machines, NGOs and multinational companies pose a bigger challenge for military forces. It is becoming more obvious with each passing day that the immediate future would visit the militaries of this century with dynamic and greater requirements. This is the going to be the frame of reference in which we have to carve a niche for the key role of air forces. If air forces are to remain relevant in face of the changing world, they will have to correspon d to the entirety of threats armed with the arsenal of precision, discrimination and reformed performance. The Role and Utility of Military Force in Achieving Strategic Objectives in a Constantly Changing Setting Warfareisemployedto bring about or to resist political, social, or economic changes. History provides evidence of such tangible, and frequently interrelated, causes as religious conflict, protection of dynastic succession, or acquisition of territory. War for acquisition of land is directly related to the necessity of providing food for a nation or a group. In antiquity and during the Middle Ages, wars were often based on the desire to subjugate other peoples and to increase wealth by exacting taxes and tributes from them. Wars are also often linked to a desire for security, on the theory that a so-called first strike prevents an enemy from carrying out threats. According to some much disputed theories, such as those of the Austrian zoologist Konrad Lorenz, innate aggressive drives are responsible for human beings' frequent recourse to warfare1. In spite of the diversity of reasons why conflicts are waged, three things remain true. First, this social phenomenon occurs because of the desire to attain certain strategic objectives that can either bring the nation stability and continued existence or supremacy in the world's state of affairs. Second, the military will always be an indispensable part of a nation. Third, the increasing complexity of war due to the advances in technology, political alliances, media coverage, international laws and commitments and global markets poses challenges to the armed forces in the conduct of their operations particularly in the field of international security strategy. The role of the military especially that of the air force in achieving strategic objecti

The Marketing Plan 2 Assignment Example | Topics and Well Written Essays - 2500 words

The Marketing Plan 2 - Assignment Example This is due to increased demand from young adults across the globe. Abundant experience in the energy drink market, red bull was founded in Austria in 1987 and since then has grown to be the world’s most popular energy drink. The red bull brand is known all over and the high energy it represents is a hit with consumers Recently there has been issues raised about the health effects of consuming energy drink and this might impact consumer purchases. People take keen interest in health and such news are received by alarm by the masses The emerging markets – there are developing countries in the world such as those in Africa and these provide a ready market for red bull products. There is an increase in purchasing power in these nations and the people are readily adopting global brands. A potential large target group – the target consumers for red bull are young people and young adults. This represents majority of the population and given that these numbers are growing the future looks positive for red bull. The use of energy drinks is gaining favour-in the past some people thought that energy drinks were alcoholic. But this is fast changing and the use of energy drinks is gaining favour among the general population. Below is a table showing the competitors of Red Bull and their market shares. Red Bull still has a lead in global market share but Monster is closely behind. In this regard, there should be a massive campaign so as to increase this lead (Ferrell, 2011). The key to success is offering customers a quality product that reflects a true value for their money. The Red Bull gives you wings are a popular phrase around the world and this should be used to maintain brand loyalty. The use of red bull has raised some controversy over the years. This is due to the caffeine content that is in the drink. Some countries have certain restrictions on the amount of

Microsoft Corporation

Microsoft Corporation Microsoft Corporation is a United States-based multinational computer technology corporation that develops, manufactures, licenses, and supports a wide range of software products for computing devices. Headquartered in Redmond, Washington, USA, its most profitable products are the Microsoft Windows operating system and the Microsoft Office suite of productivity software. Business organisation and environment Internal environment Objective * Our mission is to enable people and businesses throughout the world to realize their full potential. Finacial resources (March 31, 2009, In millions) * Asset $ 68853 * Liabilities $ 23823 * Stockholders ¡Ã‚ ¯ equity $ 36943 * We generate revenue by developing, manufacturing, licensing, and supporting a wide range of software products and services for many different types of computing devices. Skills and capabilities * As of June 30, 2008, we employed approximately 91,000 people on a full-time basis, 55,000 in the United States and 36,000 internationally. Of the total, 35,000 were in product research and development, 26,000 in sales and marketing, 17,000 in product support and consulting services, 4,000 in manufacturing and distribution, and 9,000 in general and administration. External environment Market environment * Our customers include individual consumers, small and medium-sized organizations, enterprises, governmental institutions, educational institutions, Internet service providers, application developers, and OEMs. Competitor * We have five operating segments: Client, Server and Tools, Online Services Business, Microsoft Business Division, and Entertainment and Devices Division. * Client: Competing commercial software products, including variants of Unix, are supplied by competitors such as Apple, Hewlett-Packard, IBM, and Sun Microsystems. * Server and Tools: Our server operating system products face intense competition from a wide variety of server operating systems and server applications, offered by companies with a variety of market approaches. * Online Services Business: OSB competes with AOL, Google, Yahoo!, and a wide array of Web sites and portals that provide content and online offerings of all types to end users. * Microsoft Business Division: Competitors to the Microsoft Office system include many software application vendors such as Apple, Corel, Google, IBM, Novell, Oracle, Red Hat, Sun Microsystems, and local application developers in Europe and Asia. IBM (Smartsuite) and Corel (WordPerfect Suite) have measurable installed bases with their office productivity products. * Entertainment and Devices Division: Our Xbox hardware business competes with console platforms from Nintendo and Sony, both of which have a large, established base of customers. Intermediaries * We distribute our products primarily through the following channels: OEM; distributors and resellers; and online. * OEM: Our operating systems are licensed primarily to OEMs(original equipment manufacturers) under agreements that grant OEMs the right to build computing devices based on our operating systems, principally PCs. Under similar arrangements, we also market and license certain server operating systems, desktop applications, hardware devices, and consumer software products to OEMs. We have OEM agreements covering one or more of our products with virtually all of the major PC OEMs, including Acer, Dell, Fujitsu, Fujitsu Siemens Computers, Gateway, Hewlett-Packard, Lenovo, NEC, Samsung, Sony, and Toshiba. * Distributors and resellers: We license software to organizations under arrangements that allow the end-user customer to acquire multiple licenses of products. * Online: We distribute online content and services through Live Search, Windows Live, Office Live, our MSN portals and channels, the Microssoft Online Services platform, which includes offerings for business, and other online channels. * Consumers and small- and medium-sized organizations obtain our products primarily through resellers and OEMs. Political implication 1. Collaborating with Industry and Law Enforcement Microsoft Corporation actively pursues cybercriminals through vigorous civil enforcement in the United States and it works in partnership with law enforcement agencies worldwide to deter cybercrime and bring criminals to justice. Since 2003, Microsoft has supported more than 550 enforcement actions worldwide against spammers, phishers, and distributors of spyware and other malicious code. Microsoft has also engaged with the Federal Trade Commission and attorneys general in California, Florida, Massachusetts, Texas, and Washington State, to investigate and pursue cybercriminals. Microsoft works to ensure that governments and law enforcement agencies receive the appropriate tools, necessary training, and extensive technical and investigative support to assist in their efforts to combat global cybercrime and work to make the Internet a safer place for everyone. Training. Microsoft is deeply committed to assisting law enforcement with the identification, location, and prosecution of online fraudsters. * Microsoft has worked with the attorneys general in Alabama, Colorado, Georgia, Kansas, Massachusetts, New Hampshire, South Carolina, and Utah State to provide comprehensive training about Internet investigations to law enforcement officials. * Microsoft hosted LE Tech 2006 (October 2006 in Redmond, Washington), a conference to introduce law enforcement officials to new Microsoft software and services that will affect cybercrime investigations over the next few years. Tools and technical support for investigations. Microsoft supports law enforcement agencies around the world with advanced investigative technology to address cyber threats. * In France, Microsoft participates in Signal Spam a platform (created with public and private sector entities) through which Internet users can report suspected spam. Data that is collected through Signal Spam is shared with Internet service providers (ISPs) and French law enforcement authorities to assist in antispam investigations and prosecutions. In the first ten days after the programs launch, users reported nearly 300,000 instances of spam. * In August 2006, Microsoft launched the Law Enforcement Portal, a secure, centralized resource that provides law enforcement with access to Internet crime-related information as well as tools, training, and technical support to assist in investigations. Anti-phishing efforts. Microsoft is dedicated to stopping phishers and works in alliance with groups to implement anti-phishing measures worldwide. * Microsoft is the founding member of Digital PhishNet (DPN), which fosters cooperation among industry and law enforcement agencies to share information, provide training, and educate consumers about phishing sites. Microsoft encourages worldwide participation in DPN by Internet service providers, online auctions, financial institutions, and law enforcement agencies. * Microsoft acts with the Anti-Phishing Working Group (APWG) and the Authentication and Online Trust Alliance (AOTA) to promote good public anti-phishing policies and best practices for enforcement of those policies. * In March 2006, Microsoft launched the Global Phishing Enforcement Initiative (GPEI), a worldwide consumer protection campaign in which industry and law enforcement joined forces to combat phishers. The GPEI works to protect the public from fraudulent sites and provides worldwide investigative support to help prosecute phishers. Antispam efforts. Microsoft supports law enforcement with cutting-edge technical and investigative techniques developed specifically to address cyberthreats. To that end, the company has provided technical support to governments around the globe, including in the United States, Europe, Asia, and South America. * Microsoft has been a leader in promoting SpotSpam, a project co-funded by the European Commission, which aims to limit the spread of spam. The project seeks to establish antispam hotlines in France, Germany, and Poland. * Microsoft also participates in Signal Spam. Created with public and private sector entities, Signal Spam provides a platform through which Internet users can report suspected spam. 2. Promoting a Safer Internet Experience for Children Child Exploitation Tracking System. Microsoft worked closely with Canadian police and international law enforcement agencies to develop Child Exploitation Tracking System (CETS), a unique software tool that enables investigators to store, search, share, and analyze large volumes of evidence and to share that evidence with other police agencies. Following its development in Canada, CETS has been implemented in Brazil, Chile, Indonesia, Italy, and the United Kingdom; Colombia and Spain have announced their intent to adopt it. Microsoft continues to promote CETS to governments and law enforcement agencies throughout the world. Global Campaign Against Child Pornography. Microsoft joined with Interpol and the International Centre for Missing and Exploited Children (ICMEC) in 2004 to initiate this campaign. Since then, Microsoft has worked with ICMEC and Interpol to help provide training for law enforcement personnel about computer-facilitated crimes against children. As of October 2007, more than 2,400 law enforcement officers from 106 countries have received training to help them identify suspects, investigate offenses, and deal with victims of online child abuse. 3. Supporting Important Legislation Council of Europe Convention on Cybercrime. Microsoft has joined industry partners to encourage countries to adopt and ratify the Council of Europe Convention on Cybercrime. This global legal tool requires signatory countries to adopt and update laws and procedures to address online crime. Microsoft also provides technical assistance and consultation to help countries comply with their obligations under the convention. Model legislation. In April 2006, Microsoft joined ICMEC in announcing its model legislation, which seeks to modernize child pornography laws for the 184 member countries of Interpol. Microsoft has pledged to support worldwide efforts to develop and enforce these laws. 4. Successes in the Fight Against Cybercrime Operation Bot Roast. Microsoft provided technical information and analytical support to aid the FBI in Operation Bot Roast. Announced in June 2007, Operation Bot Roast is an ongoing investigation and operation that aims to disrupt and dismantle botnets. Lawsuit against Bizads UK. In December 2006, the English High Court ruled in favor of Microsoft in a lawsuit against Bizads UK, which had fraudulently sold lists of up to 10,000 e-mail addresses at a time to spammers. The court restricted Bizads UK from further spam-related activities and awarded damages to be assessed later. 129 legal actions against phishers. In November 2006, Microsoft took action against phishers who were targeting users of MSN Hotmail. These legal actions included 97 criminal complaints and three civil settlements in Europe, the Middle East, and Africa. Anti-spam prosecution in Australia. In October 2006, Clarity1 Pty Ltd. became the first company convicted under Australias tough new anti-spam laws and was fined more than US$4 million for sending hundreds of millions of junk e-mail messages. Microsoft supported this historic prosecution by providing evidence of e-mail messages received by spam-trap accounts to the antispam investigators at the Australian Communications and Media Authority in 2005. Anti-spyware lawsuits. In January 2006, Microsoft and the attorney general of Washington State filed parallel anti-spyware lawsuits. This action was the states first legal action under the Washington Computer Spyware Act, which was enacted in 2005. Microsoft filed its own lawsuit that alleged violation of the same law. Arrests for financial fraud and identity theft. In January 2006, Bulgarian law enforcement officials arrested eight people who were involved in an international criminal network that was responsible for online financial fraud and personal data theft. Microsoft provided Bulgarian officials with information that helped in the investigation and subsequent identification of the alleged perpetrators. Settlement with Spam King. In August 2005, Microsoft reached a US$7 million settlement against self-proclaimed Spam King Scott Richter and his Colorado-based company, OptInRealBig.com LLC. Microsoft began the suit in December 2003, in conjunction with a parallel action by the New York State attorney general. Arrests of Mytob and Zotob worm authors. In August 2005, Microsoft provided United States and worldwide law enforcement agencies with investigative and technical support that led to the arrest of the individuals suspected of authoring and distributing the Mytob and Zotob worms. Turkish and Moroccan law enforcement agencies made the arrests fewer than two weeks after the Mytob and Zotob worms were unleashed. Individual at work Microsoft has an innovative corporate culture and a strong product development focus that is designed to keep us on the leading edge of the industry. We believe that our employees are the companys most important asset. They are the source of our creative ingenuity and success so we empower each staff member to take initiative in solving problems, coming up with new ideas and improving the organisation. Microsoft values diversity and respects each persons individuality When you sell software to 180 million people, in 70 countries, speaking 150 languages, you cant afford to have a singular point of view. Microsoft employs people from many nationalities and backgrounds. * Who we looking for Great people with great values Microsoft concentrates on hiring people we believe fit into the company culture: people who are driven to succeed, enthusiastic about how they can contribute to the organisation and unafraid of suggesting and implementing new ideas. Our recruits are not always IT professionals; many come from backgrounds such as the banking, law or pharmaceutical industries. What they bring to Microsoft is a diversity of knowledge and understanding of the needs of particular industries that helps them relate to, and provide optimum service to, our customers. Microsoft needs people who are creative, energetic and bright, absolutely passionate and committed to our mission of helping others realise their potential. These people share the following values: * Passion for customers, partners and technology; * Integrity and honesty; * Open and respectful with others and dedicated to making them better; * Willingness to take on big challenges and see them through; * Committed to personal excellence and self-improvement; and * Accountable for commitments, results and quality to customers, shareholders, partners and employees. This creates a workforce with a broad range of skills and expertise. We also encourage and nurture lateral thinking. Our workers are given a high level of autonomy to come up with and offer innovative solutions. If this is important to you, it is highly likely you will enjoy the environment Microsoft offers it ¡Ã‚ ¯s employees. A place where you can get things done and have fun at work! * Diversity Microsoft values diversity and respects each persons individuality At Microsoft we have made a corporate commitment to the principle of diversity. We believe that diversity enriches our performance and our products, the communities in which we live and work, and the lives of our employees. As our workforce evolves to reflect the growing diversity of our communities and global marketplace, our efforts to understand, value and incorporate differences become increasingly important. We have established a number of initiatives to promote diversity within our own organisation, including education and training programs that provide employees with the awareness, skills, knowledge and ability to embrace differences. The programs also communicate the importance of a respectful work environment in maximising the performance of every employee. Microsoft employs a diverse workforce representing a broad range of cultural, linguistic, socio-economic and ethnic backgrounds including disabled employees and people from all corners of the globe. We are proudly an equal opportunity employer. * Community Spirit Make a difference from day one At Microsoft, we share a passion for technology and what it can do for people. It doesnt matter who you are or where you live, technology can make a positive difference in your life. It can help you learn faster, achieve more, simplify your life and have more fun. Technology has helped children and adults acquire a passion for learning, given businesses of all sizes the tools they need to compete in an ever-changing marketplace, and provided people with disabilities the access to a new world of job and life opportunities. And we believe the best is yet to come. We help build our communities to unlock their potential Amazing things can happen when the right people, tools and resources come together. At Microsoft, our employees and our technology help unlock this kind of potential every day, through our corporate giving program and through donations of personal time and resources by our employees. Since 1983, Microsoft and our employees around the world have donated more than $100 million in cash, $100 million in software and thousands of volunteer hours in our communities around the world. Across our Asia, each Microsoft subsidiary has its own local initiatives for social giving and community outreach. Our employees are passionately involved in many charitable initiatives across Asia that help people realize their potential. To learn more about Microsoft ¡Ã‚ ¯s giving campaigns you can follow this link: International www.microsoft.com/giving (US link) * Work/Life Balance Make a difference from day one Our employees are our most valued asset, and in recognition of this, Microsoft provides flexible programs, resources and tools to help them create their own kind of balance in life. In this hectic industry, careers are demanding, but if your work is to be fun and rewarding it must take its place and priority alongside your other life interests. At Microsoft, we aim to make the workplace as flexible as possible to enable our employees to have freedom, balance and autonomy. The work/life balance initiatives and programs offered to our staff throughout Asia differ depending upon location, local laws and resource availability. Some of the benefits provided to staff in different locations include: * Onsite and online parenting resources * Variety of sports and health benefits * Broadband connection to your home (enabling staff to work from home when required) * Job-share (where role permits) * Microsoft counselling service for employees and their families * Social club * Career guidance and planning * Mentoring program * Employer-sponsored discount program * Laptop computers and mobile technology * Community support initiatives for various charities The programs cover the individual employee, work, family and community. In addition to the specific work/life balance programs available, Microsoft is firmly committed to the goal of creating a healthy, flexible, and productive work environment that allows employees to engage in a challenging career while balancing their work/life needs. For more information about what programs of this nature are offered in individual countries across Asia, please contact a member of our Recruitment team today. * Women in IT Make a difference from day one Microsoft is proudly an equal opportunity employer of women and proactively seeks to ensure our workforce embraces excellence in gender diversity. Microsoft works closely with local government agencies across Asia and other recognized employers of choice so as to ensure we are constantly contributing to the improved status and treatment of women in the IT industry. This ensures our organisation is compliant with the latest legislative requirements and aware of best practices in the industry for women. Microsoft annually reviews its female diversity practices relating to: * Recruitment and selection * Promotions, transfers and terminations * Training and development * Work organisation * Conditions of service * Dealing with sex-based harassment * Dealing with pregnant and potentially pregnant employees and employees who are breastfeeding At Microsoft male and female employees are paid and rewarded on the same measurements based on the role and the merit of performance. There is no distinction based on gender. Furthermore, there is no distinction based on gender with regards to Microsofts recruitment processes, promotions and transfers, eligibility for benefits, training or conditions of service. Growing the female ranks in the IT industry As a thought-leader in the IT industry Microsoft is committed to the ongoing development of female professionals and encouraging new professionals to the industry. We are actively involved in a number of industry networking groups that focus on Women in the IT industry so we can ensure that our female employees have a voice on important issues and that we continue to develop and attract great female talent to the company. Annually, Microsoft supports and actively participates in the Global Womens Forum and across Asia our subsidiaries have internal networking and support groups for our female employees. Microsoft is also proud to support the development of females in the graduate community by offering Internship placements and various programs to improve the skills of emerging female technologists. Mothers at Microsoft Microsoft welcomes the applications from female candidates who are pregnant, planning pregnancy or returning to the workforce following a maternity leave absence. This is a family friendly environment, so don ¡Ã‚ ¯t be surprised if you visit our offices and meet a few little people! Our employees often bring their children in for a visit to work or to participate in family day events. Harassment Microsoft has a zero-tolerance policy for Sex-Based Harassment and strong policies in place to encourage the equal and appropriate conduct of all employees. * Parents in the Workforce Microsoft enjoys a family friendly environment so it is not uncommon to see spouses and children dropping by for lunch onsite. Microsoft supports parents in the workforce and those returning to the workforce. We do have a Parental Leave policy in place for the primary carer of children and your Recruiter can provide you with further details. If you need time away from work to celebrate the birth of your child and provide care, Microsoft supports you and your right to return to fulltime employment when you are ready. Local Labour Laws apply. Our families are the most important priority in life. Microsoft supports Parents in the Workforce by having flexible and convenient programs in place to ensure you can have balance between your family and your career. Just some of these benefits include: * Parental leave * Parents at Microsoft online resource * Microsoft counselling service for you and your family * Broadband program to enable you to work from home when necessary * Laptops and mobile technology * Discounted software program for private purchase * Flexibility to consider job-share where position enables Conclusion

Atticus as a Wise Father in To Kill a Mockingbird :: Character Analysis, Literary Analysis

Lastly, I think that as a father, Atticus is extremely wise. Atticus’s wise parenting ultimately wins his children’s respect and trust, and their devotion to him runs deep. Atticus way of parenting is not typical, such as scolding and punishing. Instead, he parenting style is unique, different from other fathers and he is able to help the children learn from their experiences and thus they progress through levels of morality until they develop the compassionate ability to consider from others’ perspective and views . For example, when scout takes up cussing, Atticus does not deal with the situation directly by reprimanding and chiding her. Instead, he leaves her to cuss, knowing fully that it would just make her swear more. However in time, Scout realises on her own that it is not a right thing to do. I feel what Atticus did was intelligent as Scout may choose to rebel if Atticus interfered too much, and she might even hate him. However by letting her realise her own mistake, she will tend to mature as an teenager and be a better person. Atticus’s lessons are also taught by setting good examples for his children. By acting the same way that he wants his children to act, he is the perfect role model for them. He is wise as he is able to set ideal examples for his children by his actions such as defending his clients and treating others. By using this method of teaching, he is able to quietly and subtly pass on wisdom to his children about life, moral values and other virtues. Instead of talking more, he prefers to show.(EVIDENCE, ELABORATE) Also, Atticus is not a type of father who would love his children dearly all the time. At times, he will be firm and teach them harsh lessons about life when necessary. This is evident when he took Jem along with him to tell Helen Robinson about Tom Robinson’s death. This way, Atticus allows Jem to learn lessons about prejudice and other principles in life. Also, throughout the novel, Attic us works to develop his children’s respective consciences and character, through teaching vital lessons with objectives, such as though humanity has a great capability of evil and wrong doings, it also has a great capacity for good. Also, the evil can be looked upon as good, if one approaches things with an outlook of compassion and understanding, instead of hatred, thus his objective is to teach them to be more compassionate and gracious towards others in life.

Clothing Retailer Hennes & Mauritz Essay

A key ingredient in retailing success is the strength of a company’s distribution channels. Kerry Capell’s (2002) Business Week article looks at Sweden-based Hennes & Mauritz’s (H&M) sourcing and inventory management strategies and their reliance on distribution channel partners. H&M has developed a unique distribution channel strategy to compete with better entrenched retailers including Gap, Old Navy, Zara and FCUK. H&M Product Strategy Understanding H&M’s distribution strategy requires a clear understanding of their product philosophy and strategy. Like Gap and other clothing retailers, H&M markets to a particular segment of the fashion consumer market. H&M’s philosophy is â€Å"Fashion and quality at the best price† (H&M, 2004). H&M keeps up with its competitors by providing a variety of styles from â€Å"updated classics and fashion basics† to cutting-edge fashion trends (H&M, 2004). Kotler defines the product as a combination of goods and services (Kotler et al, 2001). H&M seeks a product edge by providing affordable fashion lines similar to its competitors, but with a â€Å"fast turnaround† from design to production to sales floor (Capell, 2002). Capell focused on this integrated distribution channel in his article. Distribution Channel Outline Marketers often refer to the fourth P, place, as placement, logistics or distribution. Marketers must create a place or a way for logistics and physical delivery to get a product to market and into the hands of target consumers (McColl-Kennedy and Kiel, 2003). A distribution channel refers to the type of intermediary or linkage between producers and consumers. A one-channel distribution network involves only the retailer between producer and consumer. Direct distribution occurs when the producer directly supplies the product to the buyer. The choice of distribution channel depends on a  variety of factors, including the type of product. While not all clothing retailers use direct distribution models, H&M and its competitors in the low- and mid-range clothing market use this model to maintain low costs and a fast time to market (Capell, 2002). Unlike many industries, time-to-market is critical to retail clothiers, as trends and fashions can change quickly. To minimize time-to-market, H&M employs a team of in-house designers in 21 production offices worldwide that work to forecast trends and find inspiration for clothing designs â€Å"in everything from street trends, to films, to flea markets† (H&M, 2004). From its headquarters in Stockholm, the company directs a rapid-response manufacturing process to capitalize on design trends immediately (H&M, 2004). H&M moves designs through production and into its retail sales channel with a three week to six month lead time. With low-wage, high-volume production in China and Turkey, the company can maintain low input costs and often outfit its stores with the latest trends within a month of the initial design (Capell, 2002). H&M constantly redefines its distribution strategies in response to changing retail market conditions and production conditions in its worldwide manufacturing centers (Capell, 2002). This adaptation ensures that the company can to improve the efficiency of its production flow. This model has direct application in H&M’s retail stores where it sells its products to consumers. H&M’s corporate buyers in Sweden actively manage its inventory, researching itemized sales reports by country, store, and, most importantly, type of merchandise daily (Capell, 2002). The buyers use this information to reallocate production or shipments, reducing potential overstock problems. The itemized reports also allow buyers to maintain a high level of turnover, keeping apparel on the sales floor up to date. Enhancing the company’s competitive advantage in this area, the integrated direct distribution channel ensures that H&M stores receive new shipments daily, giving the company further control over responses to supply and demand shifts (Capell, 2002). The company estimates that each store receives between 500 and 1,000 new items daily, with total sales of over 550 million  items annually company-wide. For example, if a particular fashion proves exceptionally popular to men in the U.S., but not in Europe, the company can shift inventory in that product from European stores to meet demand in the U.S. The channel also enables H&M to respond to market segment changes. When its $39 pants line proved too upscale for inner city malls, H&M used its integrated channel to shift that inventory to suburban locations and rotate new inventory into the mall stores (Hjelt, 2004). As with virtually every industry, H&M’s continued success and prosperity depends on efficient distribution channels. H&M has effectively incorporated its supply chain and retail distribution channels into its business strategy. As the company expands more heavily into the U.S. market, its unique streamlined distribution channel will be a critical component of its success. Works Cited Capell, Kerry. (2002, November 11). Hip H&M: The Swedish retailer is reinventing the business of affordable fashion. Business Week. 106-109. Hjelt, Paola. (2004). Will $39 Pants = Profits? H&M was too trendy for many mall shoppers. Fortune.com. Retrieved August 23, 2004 from the World Wide Web at: http://www.fortune.com/fortune/subs/article/0,15114,395434,00.html H&M. (2004). About H&M. HM.com. Retrieved August 23, 2004 from the World Wide Web at: http://www.hm.com/us/hm/facts_history/srt.jsp Kotler, P., Armstrong, G., Brown, L. and Adam, S. (1998). Marketing. Sydney: Prentice Hall. McColl-Kennedy, J.R. and Kiel, G. (2003). Services Marketing. Hoboken, NJ: Wiley and Sons.

Speech on Children of the Night

Speech on Children of the Night Introduction Every day young children are involved in prostitution in America as a way to seek food and other needs such as shelter. Most of these children who practice this vice happen to have faced sexual assault by in their early childhood life by close relatives. Pimps who force them to be prostitutes torture them. These children most likely do not have proper homes to return to, having trusted relatives who live away from them (Lee, 2011). They have no option but to live in a college dorm or maternity home. When these children reach 18 years, the organization recommends them to join special programs for those that need assistance with school. Children of The Night is an organization that assists these children to reform and change their ways to become better; it is a non-profit organization rescues these children to quit prostitution and offer programs through support from private donations. Body I am informing you about Children of The Night, and the society on the efforts they make to seek the welfare these unfortunate children on the streets. The key idea here is to provide information on the help that these children require and how to reach them. They are prone to repeating the same habits even after correction. Rehabilitation is the main aim and informing them on dangers of those acts, and stopping more children to engage in prostitution. Dr.Lois Lee founded this organization in 1979, as these children had no one to help them, and lived on the streets. This organization caters for such kind of children regardless on where they are in America. It provides refuge for these children prostitutes, and for safety from the streets helping them to learn adapting to live in the society. This organization is voluntary, and provides necessities and moral support for these unfortunate children in America. They provide these children with a way out and help them experience a sense of family. Employees here pay attention to every child in a special way and they cater for them in specific ways according to their needs. How does â€Å"children of the night† bring value to the community? Children of the Night is a refuge for child prostitutes, they listen to these children and assist them achieve success. They give them a taste of normal life and assist them to learn working on their own. This organization shows these children unconditional love and helps build their self-esteem. I have watched a video from their website whereby some of these children hold placards written ‘I am beautiful’, ‘I am strong’ and ‘I am priceless’ (Lee, 2011). This shows that this organization has helped change the mindset of these children to have a positive thinking. Moreover, these children have been able to participate in recreational activities among other such as sports that they would have never had a chance to engage in if they continued to live on the streets. These children have also gained education and knowledge in AIDs and more. At what extent will these children become helpful to the community? There are several positive effects that Children of the Night brings to the community, which is seen after these children are out of these rehabilitation process, Since this centre was founded, many child prostitutes have been saved from being prostitutes, criminals and drug addicts. This is an evidence America is a better place to live as it is free from drugs and crime. Conclusion Maintenance of a successful charity organization requires great moral support from well-wishers who cares for the well-being of the unfortunate in the society. The information I have written shows clear comprehension of the need to donate to Children of the Night to continue their god work in our country. This is not to benefit anyone financially but to help a big number of children who are directly or rather indirectly affected by prostitution. I therefore encourage you all to come out and contribute money to assist in the running of such organizations that care for the community.