MBA-International Accounting and Finance Essay Example | Topics and Well Written Essays - 5000 words

MBA-International Accounting and Finance - Essay Example This means that they try to achieve quick realization of credit sales and delay the payment of the payables. By way of this they try to maximize â€Å"net float† (Brigham & Ehrhardt, 2008, pp.958). In a business it is important that the financial resources are channelized effectively. This is facilitated by the financial managers who allocate the resources to the various departments as per their requirement. Besides the need based allocation of the resources it is important that the business does not lose out a possibility of earning an additional income on the surplus cash balances. To ensure that the cash balances do not remain idle the financial managers invest these cash balances temporarily to earn positive returns. The multinational companies like their domestic counterparts employ the same procedures for the achievement of the above mentioned goals. This indicates that the basic objectives of the multinational and domestic companies are the same but the task of multinat ional companies is far complex. When it comes to investment of funds the domestic companies generally think with respect to domestic securities whereas the financial managers of the multinational companies are expected to be aware of the investment opportunities across the world. The multinational companies generally work in association with the international bankers and their staff and are thus in a position to make gains out of best available rates anywhere in the world. Policies relating to credit are more crucial for the multinational companies as compared to the purely domestic firms. For instance trade in US involves poorer or developing nations. In this kind of a situation ‘granting credit’ is the necessary norm for business. Moreover the developed nations impart credit facilities to their foreign customers for making their manufacturing firms globally competent. When it comes to granting credit the risk of the multinational companies is higher than

Part 1 3000 word lit review part 2 2000 word research proposal Essay

Part 1 3000 word lit review part 2 2000 word research proposal - Essay Example These falls have led to serious injuries in the elderly such as fractures of the hip and other skeletal parts (Daley & Spinks, 2000; Tinetti, et al., 1997). Falls have also led to lowered confidence and a fear of falling that has caused persons to remain sedentary, putting them at risk for other illnesses (Fortinsky et al., 2004). Studies have sought to ascertain the factors that contribute to falls in the elderly, and of these, most have been connected with strength and balance (Lord, Ward & Williams, 1999; Gardner, Robertson & Campbell, 2000). Problems with strength and balance have been shown to be the major contributors to the instability of the elderly (Rubenstein, 2004; Gardner, Robertson & Campbell, 2000). Strength and power reduction are characteristics of ageing that lead to a loss of functional balance and confidence (Hunter et al., 2004). In fact, balance depends on an intricate interaction of several of the body's systems: musculo-skeletal, nervous, vestibular, and visual (Gauchard et al., 1999; Lemmer et al., 1999; Carter et al., 2002). Both strength and balance can be thought of as having a bearing on the body's the ability to maintain posture, and posture can be defined as the proper positioning of each body part in relation to another (Pajala et al., 2004; Lord, Ward, & Williams, 1996). The somatosensory system is responsible for providing the central nervous system with information about the body's position through proprioceptors contained inside the muscles (Anderson, 2002; Islam, 2004; Lord, et al., 1996) . Yet the functioning of these balance components is shown to decline with age (Lord et al., 1994; Thelen et al., 1996; Judge, 2003). Exercise interventions of the form of proprioceptive and strength-training exercises have been cited as having the ability to reverse or slow many of these effects of ageing. In fact, it has been strongly suggested by research that older persons who are physically active display better sensori-motor and balance skills than their inactive counterparts (Toulotte et al., 2003; Lemmer et al., 2000; Hunter et al., 2004). Though many researchers have studied the combined impact of these exercises on functional balance, much needs to be researched on the impact each has individually on functional ability. Further than that, what studies have had to say on confidence levels of the elderly following intervention is also of importance and has often been overlooked. Veteran researchers such as Lord et al. (1996) and Brown et al. (2002) have demonstrated the benefit of these exercises, yet without separating them to isolate the effects of each. Other research done by Gauchard et al. (1999) has performed this separation, yet without the use of clinically tested interventions. Still others have employed good interventions and measures, but implemented exercises for far too short a period to achieve truly significant results (Carter et al., 2001). It is the purpose of this study to further critique the literature explored on both types of therapy for the prevention of falling in the elderly. It will consider exercise interventions that employ both resistance and proprioceptive activities in an attempt to locate areas in which definite conclusions have been achieved, as well as to locate areas in which improvements can be made to achieve better results. It will then use the information gained to design, implement and evaluate the outcome of a specifi c lower limb proprioception exercise programme and

Sound in Films Essay Example | Topics and Well Written Essays - 1500 words

Sound in Films - Essay Example Through the challenge of the lack of sound films in the 1920s were able to present an artistic form of visual arts while successfully conveying the message. Comparative analysis of the present and past audience can reveal that the audience during the period of silent movies have more open mind in terms of communication. It can even be perceived that understanding was achieved by the audience through a sense of empathy and emotional acceptance. But through the said issue, it can provoke the analysis that sound is an important element. Although this is the case, the absence of sound in the silent films created made these films worth of admiration on the basis of the fact that other elements are exponentially compensated. On the other hand, in the present era sound can be considered an indispensable component of film making. To be able to present an analysis on the key concepts of sound in films, it is important to concentrate on a particular film. ... is can be attributed to the fact that the movie Sunrise belongs to the batch of films that pioneered the use of soundtrack of music and even sound effects that had been recorded. The role of the said film can be considered essential to the perfection and development of the synchronized sound in films (McCaffrey and Jacobs 8). It can be observed that the silent era presented an important capacity to create an atmosphere that can make the audience understand the message. This was done through visual instruments. Through the course of the film history, the shift on the capability to relay messages to the public is through the sound. The sound became one of the most important tools in the film that were produced from the 1920s up to the present. It terms of the production of films, it can be considered as a continuous challenge to the present batch of film makers to be able to achieve the level of classic triumph that was achieved in the early films. In Sunrise, the objective of the film was achieved through the capture of the visual sense of the viewers. In addition, it had introduced the era wherein even the sense of hearing is satisfied. Due to the said fact, the film was able to create more success in capturing the attention of the audience. Basically, the sound in the said film was only used to be able to create an atmosphere of feeling the film. This can be attributed to the fact that the said movie can still be classified as a silent film. The only difference is the background music or musical scoring. For that matter, Sunrise can be considered as a hybrid or a transitional type of film, a form that is intermediate of the silent and modern films. Analysis of the Key Components of Sound Sound as we presently conceive can be considered as one of the major

Utilitarianism, business ethics Essay Example | Topics and Well Written Essays - 1250 words

Utilitarianism, business ethics - Essay Example So every aspect must be examined to evaluate potential good and bad outcomes; if the goods outweigh the bads, then morally, the action can be deemed right. If there are more bad consequences predicted, then the opposite applies. As with all ethical and philosophical theories, there are more issues to be considered, nothing is quite so simple. Different forms of utilitarianism have been described over the centuries, like Bentham's pain - pleasure as bad and good consequences. (Ethics, 8), but all seemed to attempt to measure and define what 'utility' actually means. If utilitarians consider morality to be all about consequences, then how are consequences measured, which calls into question how utility can be measured and how much of it is the ideal level to aim for Hinman states: "utilitarians must answer the question of whom these are consequences for" (137). This question is highly relevant when applied to using utilitarian ethics in business, and in particular, within the context o f the Ford Pinto case, to be discussed later. There are many different versions of the theory, all trying to define what consequences are applied to and how they may be applied. One version, rule-utilitarianism, considers that a rule or code of behaviour is morally right if, by its application, the consequences are more favourable that unfavourable to everyone. The actions driven by the rule would result in benefits, or goods for all of society. One example might be a Council's Urban Regeneration Programme, funded by Council Tax. The rule is that everyone must pay, and in doing so, produce an outcome that creates a better environment for the majority living in the urban area. The flaw is that those in the suburbs, who contribute the greatest amount, will not receive as much favourable consequences, on the premise that they already have plenty of utilities. So simply following a rule would not always be equally favourable. On the other hand, act-utilitarianism, the most common form used in many circumstances, looks at the consequences of every case individually and works out the benefits before taking a morally right action. Leggett (13) in commenting on Ford's use of utilitarian ethics, says: "The utilitarian approach evaluates each action separately and the consequences that arise from it. This analysis would include any 'harms' or 'benefits' incurred by any people involved in the case." Business Ethics: In applying utilitarian principles to business ethics, the cost-benefit analysis is most often used - it is a good decision making tool. Companies will attempt to work out how much something is going to cost them before taking action that should, ideally, result in consequences favourable to everyone. That would mean the company could make a profit, while the consumer benefited from their product. Hopefully, products are fit for purpose, safe, and give value for money. No business would attempt a project without evaluation of all relevant factors first, as well as taking other issues or risks into account that might jeopardise success. Ethical business practice, using

Interpersonal Relationship with Boss Assignment Example | Topics and Well Written Essays - 500 words

Interpersonal Relationship with Boss - Assignment Example This research tells that the biggest current pressure that Dr. Khalifa was going through is in responding to regulatory compliance issues within his campuses that are below the required student-employment rates. He also suggested that he is under pressure in reducing expenses religion wide. Outside his working condition, he told me that he is passionate about cycling and reading. Dr. Khalifa said that he enjoyed reading but could not cycle due to health problems. He has expertise in the medical sector as a medical doctor and had practiced it in the Middle East. He concurred to this and added that he is also an expert in computer repair and global finance activities. With a lot of care in delivering the lack of expertise to Dr. Khalifa, I suggested that he lacked people skills which he gladly accepted and said that he needed to work on his approach with people. Growth which entails quality and integrity was the vision for the organization according to my assessment. In spite of this, he added it was the same vision region-wide. My assessment revealed that He would be very angered if his subordinates did not follow his specific rules. He added that his disappointment would be felt if someone lied to him. Dr. Khalifa expects me to handle small issues that arose on my own. On the contrary, when major problems occur, he expects me to be as thorough and transparent in explaining to him the problem matter as well as involving him in the solution aspect of it. This should be documented to his satisfaction. In matters of compromise, he said he has zero tolerance for dishonesty and lack of integrity. He added that he will not tolerate being blindsided. He said that he has always had the fear of being segregated in important communication. A great day at work was one that was productive in driving results. Although my assessment was not ruled out, he added that he preferred that every day ends with a learning opportunity to better at what we do. I however disagreed with h is responses as his actions/ behavior differed with his answer.

TESCO's Business Plan Case Study Example | Topics and Well Written Essays - 2750 words

TESCO's Business Plan - Case Study Example According to Kanter (1995) such an action will not constitute an adequate response. This is so because success is based on an organisation's ability to create, rather than predict the future by developing those products that will literally transform the way the world thinks and view it self and the needs (Kanter 1995:71). The study first of all scans the market environment using the PESTLE framework; thereafter the study looks at TESCO corporate mission and vision statement in the phase of its new business plan. Finally the study looks into how ecological factors and other environmental factors have been used by TESCO to benefit its business plan. The last section of the paper provides the conclusion and recommendation for the study. Founded by Jack Cohen in 1919, Tesco Plc today, has established itself as the largest super store in Europe. According to the company 2007 corporate report and the website, Tesco PLC is an international retailer. Tesco principal activities include food retailing having over 2,000 stores in the United Kingdom. The company also has stores and retail outlet in other countries like the Republic of Ireland, Hungary, Poland, the Czech Republic, Slovakia, Turkey, Thailand, South Korea, Taiwan, Malaysia, Japan and China (Tesco 2006 Review). Tesco operates 165 International Express stores. In addition it operates 39 stores in China, 111 in Japan, 13 in Malaysia, 62 in South Korea, 6 in Taiwan, 219 in Thailand, 35 in Czech Republic, 87 in Hungary, 105 in Poland, 91 in Republic of Ireland, 37 in Slovakia and 8 in Turkey. (Tesco Annual Review, 2006). It therefore operates round the clock which demonstrates its commitment to create customer value which in turn generates superior value for its shareholders. Tesco denotes its success to an aggressive global strategy of geographical diversification, product differentiation, cost focus and it use of umbrella branding. In its attempt to renew the brand and keep it in sync with changing customer tastes, Tesco follows various strategies including international diversification, providing value to customers, product diversification, innovation, acquisition and umbrella branding. Its recent strategy is the creation and opening of environmental friendly and energy efficient stores. 1.1.1 Political Factors The PESTLE framework outline in appendix one stipulates that a company is

Problems Facing Leader in Multinational Organization Essay Example for Free

Problems Facing Leader in Multinational Organization Essay Abstract This research suggests that there is a lack of congruence between the Iranian Institutes of Higher Education culture and the faculties desired culture. This conclusion is based on empirical data that indicate that faculties believe that they operate on a day-to day basis in a profession whose culture is characterized by an overarching desire for stability and control, formal rules and policies, coordination and efficiency, goal and results oriented, and harddriving competitiveness. Emphasizing this lack of cultural congruence, the respondents of this study also indicated that the faculties culture should be one that emphasizes flexibility, discretion, participation, human resource development, innovation, creativity, risk-taking, and a long-term emphasis on professional growth and the acquisition of new professional knowledge and skills, which is more aligned with the universities strategic external environment. One of the principal reasons for the popular interest in the study of organizational culture is to determine the linkage between it and organizational performance (Berrio, 2003). This study has reviewed a previously assumed but unverified connection between organizational culture and leadership styles. It has uncovered a lack of congruence between the dominant type of organizational culture and leadership styles. This observed lack of congruence may be inhibiting performance and unconsciously perpetuating a cycle of caution and an over reliance on stability and control. Key words: Organizational culture- Leadership styles-Higher education 1.Introduction An examination of the literature in the fields of organizational culture and leadership finds that the two areas have been independently linked to organizational performance. For example, researchers have examined the links between leadership styles and performance (see Bycio et al., 1995), and also  between organizational culture and performance (see Kotter and Heskett, 1992). Furthermore, numerous aspects of the organizational culture literature allude to the role of leaders in ‘creating’ and ‘maintaining’ particular types of culture (for example, Schein , 1992). Equally, the literature on leadership suggests that the ability to understand and work within a culture is a prerequisite to managerial effectiveness. However, despite the implicit and explicit linking of culture and leadership in many parts of organization theory, little critical research attention has been devoted to understanding the links between the two concepts and the impact that such an association might have on managerial effectiveness. The absence of critical literature exploring the effectiveness implications of the links between organizational culture and leadership is surprising given the numerous references to the importance of the two concepts in the functioning of organizations (see, Schein, 1992). The aim of this paper is to provide empirical evidence of the links between different types of organizational culture, a range of leadership styles and managerial effectiveness. This is achieved through the presentation of the results of a cross sectional survey of leadership style, organizational culture, and managerial effectiveness across nine universities in Iran. The paper begins with a brief review of the literature on organizational culture and leadership. This is followed by a discussion of the methodology adopted for the study and the presentation of the findings and analysis of responses to questionnaire exploring the links between the two concepts and managerial effectiveness. The evidence demonstrates t hat the relationship between leadership style and effectiveness is mediated by cultural congruence. In the final part of the paper, the conclusions and implications of the study are highlighted. As more and more universities enter into new arrangements in 21st century, the need to assess organisational cultures becomes more important .The term ‘organisational culture’ has proved difficult to define, but several of its important components are agreed on by most researchers. These include the norms, perspectives, values, assumptions and beliefs shared by organisational members. Due to the abstract nature of these elements, there is a considerable challenge for external researchers who want to assess organisational culture. It is even difficult for members of an organization to describe their own culture. Cameron and Freeman (1991, p.31) use the old  proverb â€Å"Fish discover water last† to illustrate the problem of assessing culture among those immersed in it. The aim of this study is to provide insight into the construct of culture and its relationship with leadership styles in the context of higher education institutions , and to discuss competing values framework as one of approaches to measurement of culture. The paper starts with a discussion on how the concept of organisational culture is understood in the setting of higher education institutions, and is followed by a brief introduction to the tradeoffs between qualitative and quantitative approaches to assess culture. Based on the basic psychometric requirements for measuring culture, this study concludes by identifying some of the implications of selecting or designing instruments for assess cultural differences in higher education institutions. 2.Organizational Culture and Leadership Styles Before attempting to describe the content of organizational culture, one should first know the concept of organisational culture. Organizational culture has been criticized as being conceptually weak, since it has been defined in many ways (Jelinek et al., 1983) and each definition emphasizes a particular focus or level. Since Schein (1992) published the book Organisational Culture and Leadership, more researchers have recognized culture as a multidimensional and multilevel concept. Schein describes three levels of culture. The first level consists of visible organisational structures and actions, such as dress code, facilities and procedures. This level of culture can be easily observed. The second level consists of espoused values manifested in the public images of organisations, such as strategies, goals, and philosophies. While not as visible as the artefacts present in the first level, these values can be ascertained by norms, the way things are done in the organisation. The third level consists of basic assumptions, or unconscious beliefs, perceptions, thoughts, and feelings. These determine both behaviour norms (the way people should behave) and organisational values (the things that are highly valued). According to Buono and Bowditch (1989, p.137-139), the visible elements created by an organization on the first level are treated as objective organizational culture, while the elements on the second and the third levels are concerned with subjective organizational culture. Most researchers agree that subjective culture is more important as a significant determinant of beliefs, attitudes, and behaviours, and it thus provides a more distinctive basis for characterizing and interpreting similarities and differences among people in different organizations. On this understanding, university culture as a particular form of organisational culture can be defined â€Å"as the collective, mutually shaping patterns of norms, values, practices, beliefs, and assumptions that guide the behaviour of individuals and groups in an institute of higher education and provide a frame of reference within which to interpret the meaning of events and actions on and off campus† (Kuh Whitt, 2000, p.16 2). While the term organisational culture is used as if an organisation has a monolithic culture, most organisations have more than one set of beliefs influencing the behaviour of their members (Morgan, 1986; Sathe, 1985). Cultural diversity appears to be more obvious in higher education institutions (Kuh Whitt, 2000, p.161). The ‘small homogenous society’ analogues used in anthropological studies of culture is sorely strained when applied to many contemporary institutions of higher education. Large public, multipurpose universities are comprised of many different groups whose members may or may not share or abide by all of the institution’s norms, values, practices, beliefs, and meanings. Instead of viewing colleges and universities as monolithic entities, it is more realistic to analyze them as multicultural contexts that are host to numerous subgroups with different priorities, traditions, and values (Kuh Whitt, 2000 p.161) . This study pays particular attention to academic staff and specifically those engaged at the departmental level. Therefore, from the perspective of this paper, the culture refers to values, beliefs, and assumptions developed within an academic department by academic staff and  those who manage academics through joint experiences over long periods of time. Nevertheless, disciplinary identity is not the sole source of the culture shared by academic staff members within an academic sub-unit. It is also subject to a variety of circumstances, such as national context, professional culture and organisational character (Austin, 1992; Clark, 1983, p.75; Và ¤limaa, 1998). 3.A Review of the CVF Model and the Study Methodology An Overview of the Competing Values Framework (CVF) Model The Competing Values Framework (CVF) evolved from the work of Quinn and Rohrbaugh (1981, 1983) as they attempted to circumscribe the elusive definition for a generally agreed upon theoretical framework of the concept of organizational effectiveness. This framework was chosen for this study because it was experimentally derived and found to have a high degree of face and empirical validity. Additionally, the CVF was identified as having a high level of reliability matching or exceeding that of other instruments commonly used in the social and organizational sciences (Cameron and Ettington, 1988; Cameron and Quinn, 2006; Berrio, 2003). The four quadrants of the framework, representing the four major cultural types: clan, adhocracy, market, hierarchy, provide a robust explanation of the differing orientations and competing values that characterize human behavior. The richness provided by the CVF is based on its ability to identify the basic assumptions, orientations, and values of each of the four cultural types. These three elements comprise the core of organizational culture. â€Å"The OCAI, therefore, is an instrument that allows you to diagnose the dominant orientation of your own organization based on these core culture types. It also assists you in diagnosing your organization’s cultural strength, cultural type, and cultural congruence† (Cameron and Quinn,2006, p. 33). In their research concerning organizational effectiveness, Quinn and Rohrbaugh (1981, 1983) statistically analyzed 39 indicators of organizational effectiveness as identified by Campbell, et al, (1974). Quinn and Rohrbaugh’s analysis resulted in the bifurcation of the 39 effectiveness criteria between two major dimensions. The first dimension, which is labeled the â€Å"Structure† dimension, differentiates the organizational effectiveness criteria between those that emphasize flexibility, discretion, and dynamism and those that  emphasize stability, order, and control. The second dimension, which is labeled the â€Å"Focus† dimension, differentiates the organizational effectiveness criteria between those that emphasize internal orientation, integration, and unity and those effectiveness criteria that emphasize an external orientation, differentiation, and rivalry (Quinn and Rohrbaugh, 1981 and 1983; Cameron and Quinn, 2006). Within each of these two dimensions there is also a third set of values, which produces an emphasis ranging from organizational processes, such as planning and goal setting at one end of the spectrum, to an emphasis on results, such as resource acquisition at the other end. Quinn and Rohrbaugh (1981) labeled this third set of values as the organizational â€Å"Means –Ends† continuum. The two primary dimensions differentiating between organizational values emphasizing â€Å"Structure† and â€Å"Focus† produce four clusters of effectiveness criteria as depicted in Figure 1. The â€Å"Structure† axis is represented 100 by the â€Å"Flexibility – Control† continuum, while the â€Å"Focus† axis is represented by the â€Å"People – Organization† continuum in Figure 1 . Within each of these four quadrants the relevant â€Å"Means – Ends† values are enumerated.