Change: Indispensable Organizational Act Essay

Whenever change takes place, good and bad things happen in an organization. The management has the dice to roll on how to deal with such changes. People’s motivation will be affected especially those individuals who assumes that the management will get rid off them (Lawler, p. 157). When a company faces reduction in force, proper selection and guidance must be set. Result of reduction in force will cause the company with short-term and long-term consequences. Being the lead consultant, reduction in force will be the last resort to reconstruct the organization. To minimize or to come up with zero error can be attainable if proper line of communication is present. Since this is the main problem of the company, restructuring the way people communicate with other people from one department to another will be crucial. Every individual under the company needs to know that the company is working on the same goal (Termini, p. 186). Playing as one team with one spirit, proper coordination and communication are essential ingredients to keep on winning the stiff competition. Never fight with eyes close or else the opponent will easily know where to give their strong blows. The Essence of Proper Communication: Tool for Success People resist from change because of numerous factors that they will be dealing with. One is fear of loosing their vested interest with the current position. Individuals with anxieties guard off more what they can do with themselves than with the company (Reina and Reina, p. 7). The effects of changes with the company were not their concern but rather the implication of these changes with themselves. Another issue is, when there would be changes, rumours spread within the four corners of each department (Lawler and Rhode, p. 100). Misunderstanding takes place and people crumble more, leaving their work on a mess. Some may feel neglected while some may feel packing their things and headed on their way out. These reactions of people in an organization with regards to change are normal. Humans are bounded by intellectual and emotional abilities when stimulated by certain factors that will affect their desires. Employees of Pegasus have the benefit of realizing their potential because the company supports their way up. The company sets its benchmark in retaining its best people and allowing them to grow with the company. It is the main reason why people never leave Pegasus. Why waste this opportunity just because of miscommunication among departments? Communication is the answer and as much as possible, reduction will be the last resort to solve this problem. Employees of Pegasus set their lives with the company and it’s an asset which distinguished the difference of Pegasus from their competitors. There are approaches to cater the effects of change in an organization (Bahrami and Evans, p. 3). Proper education on people about the change effort beforehand helps employees to see the logic why the company needs to do such modification and alteration especially in communication. Participation of every division or department is an important element to transpire with positive effects of transformation. When there is a resistance to change, the management can have an arrangement to settle things. The company can offer incentive if projects will be completed at a given turn around time. There can also be a proposal that the department with much mistake will owe the rest of the team with an â€Å"after work dinner. This will enable each person within the company to loosen up. Casual talks involve in dinner party or any activity hosted by the company will enhance communication among its people. Such occasions allows people to mingle and rub elbows with other group of people. A friendly working environment makes people work with happiness in their hearts no matter how tough their assigned task is. It invites positive outlook in humans while working which allows optimistic drive to run through. A company needs to treat its employees not just a mere part of the team but most likely a part of the family. When one get hurts, everybody does.

Humanities Is

Webster s Dictionary defines humanities as the branches of learning concerned with human thought and relations. Products of human invention and genius that express human emotions are shown through literature, visual arts, and performing arts. Studying humanities has a value, it is a necessity of life, and it serves mankind. Literature has allowed writers to achieve realism in which they would reflect on day-to-day events of real life rather than describing the imaginary world. Writer s discovered that they could do justice to the problems society was facing by using a more naturalistic style and using realistic terms. There were a number of themes that were touched by writers during the age in which they belonged to. Novelist Charles Dickens used his books to explore the social injustices and its effects that they have incurred on individuals. In A Tale of Two Cities, Dickens has the readers experience the reconstruction of the French Revolution and in Oliver Twist he discussed the treatment of the poor in workhouses. On the other side of society, poet William Wordsworth explored the theme of relationships between human beings and the world of nature. In Wordsworth poem, Tintern and Abbey, he writes about how important nature is to him and how it has allowed him to have other relationships with other human beings. Art is all around us, but we still seem to fail by recognizing how much society is constructed from it. Art can be used to make a statement about who we are and what we value without even saying a word. Art can be quite difficult to interpret because it is complex, can be viewed by different cultures, and/or within a different age. The history of art is shown by how artists used their minds and imaginations. Leonardo da Vinci constantly searched his mind looking for answers about the world and its crucial parts. He became concerned with mathematics, a deep respect for the natural world, and a love for beauty all intertwined with the feeling of emotional power, which was found in his painting The Last Supper. The skepticism of da Vinci was also found in the mind of Michelangelo. The sculpture David, by Michelangelo, is photographically realistic and has a clear statement of idealized beauty. David was a symbolic emblem with civic power to the city outside the Palazzo Vecchio.

Coso Presentation

COSO REPORT SUMMARY CHAPTER 1: DEFINITION Internal Control is a process, effected by an entity’s board of directors, management and other personnel, designed to provide reasonable assurance regarding the achievement of objectives in the following categories: – Effectiveness and efficiency of operations – Reliability or financial reporting – Compliance with applicable laws and regulations. Internal control is: – A process; Internal control is not one event or circumstance, but a series of actions that permeate an entity’s activities.These actions are pervasive, and are inherent in the way management runs the business. Business processes are managed through the basic management processes of planning, executing and monitoring. They should be â€Å"built in† rather than â€Å"built on†. â€Å"Building in† controls can directly affect an entity’s ability to reach its goals, and supports businesses’ quality initia tives. – People; Internal control is effected by a board of directors, management and other personnel in an entity.Internal control affects people’s actions. These realities affect, and are affected by, internal control. – Reasonable assurance; Internal control, not matter how well designed and operated, can provide only reasonable assurance to management and the board of directors regarding achievement of an entity’s objectives. The likelihood of achievement is affected by limitations inherent in all internal control systems, such as human judgment. Objectives; Every entity sets out on a mission, establishing objectives it wants to achieve and strategies for achieving them. Objectives fall into three categories: – Operations – relating to effective and efficient use of the entity’s resources – Financial reporting – relating to preparation of reliable published financial statements – Compliance – relating t o the entity’s compliance with applicable laws and regulations Components Internal control consists of five interrelated components: Control environment; The core of any business is people – their individual attributes, including integrity, ethical values and competence – and the environment in which they operate – Risk assessment; The entity must be aware of and deal with the risks it faces. It must set objectives, integrated with the sales, production, marketing, financial and other activities so that the organization is operating in concert. It also must establish mechanisms to identify, analyze and manage the related risks. Control activities; Control policies and procedures must be established and executed to help ensure that the actions identified by management as necessary to address risks to achievement of the entity’s objectives are effectively carried out. – Information and communication; Surrounding these activities are informatio n and communication systems. These enable the entity’s people to capture and exchange the information needed to conduct, manage and control its operations – Monitoring; The entire process must be monitored, and modifications made as necessary.In this way, the system can react dynamically, changing as conditions warrant. There is a direct relationship between objectives, which are what an entity strives to achieve, and components, which represent what is needed to achieve the objectives. Internal control is relevant to an entire enterprise, or to any of its unit or activities. Effectiveness Internal control can be judged effective in each of the three categories, respectively, if the board of directors and management have reasonable assurance that: – They understand the extent to which the entity’s operations objectives are being achieved. Published financial statements are being prepared reliably. – Applicable laws and regulations are being complie d with. While internal control is a process, its effectiveness is a state or condition of the process at a point in time. Although all five criteria must be satisfied, this does not mean that each component should function identically, or even at the same level, in different entities. The following chapters should be considered when determining whether an internal control system is effective.It should be recognized: – Because internal control is a part of the management process, the components are discussed in the context of what management does in running a business. – The principles discussed apply to all entities, regardless of size. – Each component chapter contains an â€Å"evaluation† section with factors one might consider in evaluating the component. CHAPTER 2: CONTROL ENVIRONMENT The control environment has a pervasive influence on the way business activities are structured, objectives established and risks assessed.It also influences control act ivities, information and communication systems, and monitoring activities. The control environment is influenced by the entity’s history and culture. It influences the control consciousness of its people => â€Å"tone at the top†. Integrity and ethical values An entity’s objectives and the way they are achieved are based on preferences, value judgments and management styles. Those preferences and value judgments, which are translated into standards of behavior, reflect management’s integrity and its commitment to ethical values.Because an entity’s good reputation is so valuable, the standard of behavior must go beyond mere compliance with law. Integrity and ethical values are essential elements of the control environment, affecting the design, administration and monitoring of other internal control components. Top management must balance the concerns of the enterprise, its employees, suppliers, customers, competitors and the public. Balancing these concerns can be a complex and frustrating effort because interests are often at odds.Managers of well-run enterprises have increasingly accepted the view that â€Å"ethics pays†- that ethical behavior is good business. Ethical behavior and management integrity are a product of the â€Å"corporate culture†. Corporate culture includes ethical and behavioral standards, how they are communicated and how they are reinforced in practice. Official policies specify what management wants to happen. Corporate culture determines what actually happens, and which rules are obeyed, bent or ignored. Top management – starting with the CEO – plays a key role in determining the corporate culture.Individuals may engage in dishonest, illegal or unethical acts simply because their organizations give them strong incentives or temptations to do so. Emphasis on â€Å"result,† particularly in the short term, fosters an environment in which the price of failure becomes ver y high. Incentives cited for engaging in fraudulent or questionable financial reporting practices and, by extension, other forms of unethical behavior are: – Pressure to meet unrealistic performance targets, particularly for short-term results – High performance-dependent rewards, and – Upper and lower cutoffs on bonus plansThe study also cites â€Å"temptations† for employees to engage in improper acts: – Nonexistent or ineffective controls, such as poor segregation of duties in sensitive areas, that offer temptations to steal or to conceal poor performance – High decentralization that leaves top management unaware of actions taken at lower organizational levels and thereby reduces the chances of getting caught. – A weak internal audit function that does not have the ability to detect and report improper behavior – An ineffective board of directors that does not provide objective oversight of top management. Penalties for impr oper behavior that are insignificant or unpublished and thus lose their value as deterrents. In addition to the incentives and temptations just discussed, the aforementioned study found a third cause of fraudulent and questionable financial reporting practices: ignorance. The study found that â€Å"in many of the companies that have suffered instances of deceptive financial reporting, the people involved either did not know what they were doing was wrong or erroneously believed they were acting in the organization’s best interest†.This ignorance is often caused by poor moral background or guidance, rather than by an intent to deceive. The most effective way of transmitting a message of ethical behavior throughout the organization is by example. A study some years ago noted that a formal code of conduct is â€Å"a widely used method of communicating to employees the company’s expectations about duty and integrity†. Of particular importance are resulting pe nalties to employees who violate such codes, mechanisms that exist to encourage employee reporting of suspected violations, and disciplinary actions against employees who fail to report violations.Commitment to competence Competence should reflect the knowledge and skills needed to accomplish tasks that define the individual’s job. Management needs to specify the competence levels for particular jobs and to translate those levels into requisite knowledge and skills. There often can be trade-off between the extent of supervision and the requisite competence level of individual. Board of directors or Audit Committee The control environment and â€Å"tone at the top† are influenced significantly by the entity’s board of directors and audit committee.Factors include the board or audit committee’s independence from management, experience and stature of its members, extent of its involvement and scrutiny of activities, and the appropriateness of its action. Ano ther factor is the degree to which difficult questions are raised and pursued with management regarding plans or performance. Interaction of the board or audit committee with internal and external auditors is another factor affecting the control environment.Because of its importance, an active and involved board of directors, board of trustees or comparable body – possessing an appropriate degree of management, technical and other expertise coupled with the necessary stature and mind set so that it can adequately perform the necessary governance, guidance and oversight responsibilities – is critical to effective internal control. It is necessary that the board contain outside directors. Management’s philosophy and operating style Management’s philosophy and operating style affect the way the enterprise is managed, including the kinds of business risks accepted.An informally managed company may control operations largely by face-to-face contract with key m anagers. A more formally managed one may rely more on written policies, performance indicators and exception reports. Organizational structure An entity’s organizational structure provides the framework within which its activities for achieving entity-wide objectives are planned, executed, controlled and monitored. Activities may relate to what is sometimes referred to as the value chain: inbound (receiving) activities, operations or production, outbound (shipping) marketing, sales and service.There may be support functions, relating to administration, human resources or technology development. Significant aspects of establishing a relevant organizational structure include defining key areas of authority and responsibility and establishing appropriate lines of reporting. An entity develops an organizational structures suited to its needs: centralized, decentralized, direct reporting lines, matrix, product line, geographical location, distribution or marketing network, governm ental, or not-for-profit structure. The appropriateness of an entity’s organizational structure depends, in part, on its size and the nature of its activities.A highly structured organization, including formal reporting lines and responsibilities, may be appropriate for a large entity with numerous operating divisions, including foreign operations. However, it could impede the necessary flow of information in a small entity. Whatever the structure, an entity’s activities will be organized to carry out the strategies designed to achieve particular objectives. Assignment of authority and responsibility This includes assignment of authority and responsibility for operating activities, and establishment of reporting relationships and authorization protocols.There is a growing tendency to push authority downward to bring decision-making closer to front-line personnel. Alignment of authority and accountability often is designed to encourage individual initiatives, within lim its. Delegation of authority, or â€Å"empowerment,† means surrendering central control of certain business decisions to lower echelons – to the individuals who are closest to everyday business transactions. A critical challenge is to delegate only to the extent required to achieve objectives. Another challenge is ensuring that all personnel understand the entity’s objectives.Increased delegation sometimes is accompanied by or the result of streamlining or â€Å"flattening† of an entity’s organizational structure, and is intentional. Purposeful structural change to encourage creativity, initiative and the capability to react quickly can enhance competitiveness and customer satisfaction. The control environment is greatly influenced by the extent to which individuals recognize that they will be held accountable. This holds true all the way to the chief executive, who has ultimate responsibility for all activities within an entity, including the inte rnal control system. Human resource policies and practicesHuman resource practices send messages to employees regarding expected levels of integrity, ethical behavior and competence. Such practices relate to hiring, orientation, training, evaluating, counseling, promoting, compensating and remedial actions. It is essential that personnel be equipped for new challenges as issues that enterprises face change and become more complex – driven in part by rapidly changing technologies and increasing competition. The impact of an ineffective control environment could be far reaching, possibly resulting in a financial loss, a tarnished public image or a business failure.While every entity should embrace the concepts, small and mid-size entities may implement the control environment factors differently than larger entities. Their own integrity and behavior, however, is critical and must be consistent with the oral message because of the first-hand contact that employees have with them . Usually the fewer the levels of management, the faster the message is carried through an organization of what conduct is acceptable. Evaluation should be based on these 7 aspects CHAPTER 7: LIMITATIONS OF INTERNAL CONTROLIn considering limitations of internal control, two distinct concepts must be recognized: – First, internal control – even effective internal control – operates at different levels with respect to different objectives. But it cannot provide even reasonable assurance that the objectives themselves will be achieved. – Second, internal control cannot provide absolute assurance with respect to any of the three objectives categories. The first set of limitations acknowledges that certain events or conditions are simply outside management’s control. The second has to do with the reality that no system will always do what it’s intended to do.The effectiveness of controls will be limited by the realities of human frailty in the ma king of business decisions. Some decisions based on human judgment may later, with the clairvoyance of hindsight, be found to produce less than desirable results, and may need to be changed. – Breakdowns; Personnel may misunderstand instructions. They may make judgment mistakes. Or they may commit errors due to carelessness, distraction, or fatigue. – Management override; An internal control system can only be as effective as the people who are responsible for its functioning.Even in effectively controlled entities – those with generally high levels of integrity and control consciousness – a manager might be able to override internal control. Management override means here, overruling prescribed policies or procedures for illegitimate purposes with the intent of personal gain or an enhanced presentation of an entity’s financial condition or compliance status. Management override should not be confused with management intervention. – Collusio n; The collusive activities of two or more individuals can result in control failures.Individuals acting collectively to perpetrate and conceal an action from detection often can alter financial data or other management information in a manner that cannot be identified by the control system. – Costs versus benefits; Resources always have constraints, and entities must consider the relative costs and benefits of establishing controls. Cost and benefit measurements for implementing controls are done with different levels of precision. The complexity of cost-benefit determinations is compounded by the interrelationship of controls with business operations.Cost-benefit determinations also vary considerably depending on the nature of the business. The challenge is to find the right balance. CHAPTER 8: ROLES AND RESPONSIBILITIES Internal and external parties contribute, each in his or her own way, to effective internal control. Parties external to the entity may also help the entit y achieve its objectives through actions that provide information useful to the entity in effecting control, or through actions that independently contribute to entity’s objective. Internal parties: Management Management is directly responsible for all activities of an entity, including its internal control system.Naturally, management at different levels in an entity will have different internal control responsibilities. More than any other, the chief executive sets the â€Å"tone at the top† that affects control environment factors and other components of internal control. The CEO has influence over the selection of the board of directors. The CEO generally fulfills this duty by: – Providing leadership and direction to senior managers. – Meeting periodically with senior managers responsible for the major functional areas – sales, marketing, production, procurement, finance, human resources, etc. to review their responsibilities, including how the y are controlling the business. Senior managers in charge or organizational units have responsibility for internal control related to their units’ objectives. They provide direction, more hands-on role. Often these managers are directly responsible for determining internal control procedures that address unit objectives. Financial offices. Of particular significance to monitoring are finance and controllership officers and their staffs, whose activities cut across, up and down the operating and other units of an enterprise. As a member of top management, the chief accounting officer helps set the tone of the organization’s ethical conduct; is responsible for the financial statements; generally has primary responsibility for designing, implementing and monitoring the company’s financial reporting system; and is in a unique position regarding identification of unusual situations caused by fraudulent financial reporting†. Internal parties: Board of directors Management is accountable to the board of directors or trustees, which provides governance, guidance and oversight. By selecting management, the oard ahs a major role in defining what it expects in integrity and ethical values, and can confirm its expectations through its oversight activities. Effective board members are objective, capable and inquisitive. Audit committee. Management is responsible for the reliability of the financial statements, but an effective audit committee plays an important role. The audit committee is in a unique position: it has the authority to question top management regarding how it is carrying out its financial reporting responsibilities, and it also has authority to ensure that corrective action is taken.The Treadway commission emphasized the value of audit committees and recommended that all public companies be required to established audit committees composed solely of independent directors. Other committees are: compensation committee, finance commi ttee, nominating committee, employee benefits committee and other committees. Internal parties: Internal auditors Internal auditors directly examine internal controls and recommend improvements. Internal auditors should: Review the reliability and integrity of financial and operating information and the means used to identify, measure, classify, and report such information – Review the systems established to ensure compliance with those policies, plans, procedures, laws and regulations which could have a significant impact on operations and reports and should determine whether it is in compliance – Review the means of safeguarding assets and verify the existence of these assets – Appraise the economy and efficiency with which resources are employed – Review operations to ascertain whether results are consistent with established objectives and goals and whether operations are being carried out as planned. Organizational position and authority involve such matters as reporting line to an individual who has sufficient authority to ensure appropriate audit coverage, consideration and response; selection and dismissal of the director of internal auditing only with board of directors’ or audit committee’s concurrence; internal auditor access to the board or audit committee; and internal auditor authority to follow up on findings and recommendations.Internal auditors are objective, avoid potential and actual conflicts of interest and bias, rotate and not assume operating responsibilities. Internal Parties: Other entity personal – First, virtually all employees play some role in effecting control – Second, all personnel should be responsible for communicating to a higher organizational level problems in operations, noncompliance with the code of conduct, or other violations of policy or illegal actions External Parties: External auditors They bring to management and the board a unique independent and objective vi ew, and contribute to an entity’s achievement of its financial reporting objectives, as well as other objectives.The auditor expresses an opinion on the fairness of the financial statements in conformity with generally accepted accounting principles, and thus contributes to the entity’s financial reporting objectives. Auditors conducting a financial statement audit do provide information useful to management in carrying out their internal control-related responsibilities: – by communicating audit findings, analytical information and recommendations for use in taking actions necessary to achieve established objectives – by communicating findings regarding deficiencies in internal control that come to their attention, and recommendations for improvement External Parties: Legislators and regulatorsLegislators and regulators affect the internal control systems of many entities, either through requirements to establish internal controls or through examinations of particular entities. They affect entities’ internal control system in two ways. They establish rules that provide the impetus for management to ensure that internal control systems meet the minimum statutory and regulatory requirements. And, pursuant to examination of a particular entity, they provide information used by the entity’s internal control system, and provide recommendations and sometimes directives to management regarding needed internal control system improvements. External Parties: parties interacting with the entity (customer, supplier, vendor) These parties provide information that can be extremely important for objectives.External Parties: Financial Analysts, Bond Rating Agencies and the News Media CHAPTER 3: RISK ASSESSMENT Objective setting is a precondition to risk assessment. There must first be objectives before management can identify risks to their achievement and take necessary actions to manage the risks. Objective setting, then, is a key part of the management process. At the entity level, objectives often are represented by the entity’s mission and value statements. Along with assessments of the entity’s strengths and weaknesses, and of opportunities and threats, they lead to an overall strategy. These subobjectives or activity-level objectives, include establishing goals and may deal with product line, market, financing and profit objectives.By setting objectives at the entity and activity levels, an entity can identify critical success factors. These are key things that must go right if goals are to be attained. Critical success factors exist for the entity, a business unit, a function, a department or an individual. Categories of objectives: Operations objectives: Operations objectives relate to achievement of an entity’s basic mission – the fundamental reason for its existence. Operations objectives need to reflect the particular business, industry and economic environments in which the entity functions. Management must see to it that objectives are based on the reality and demands of the marketplace and are expressed in terms that allow meaningful performance measurements.A clear set of operations objectives and strategies, linked to subobjectives, is fundamental to success. They provide a focal point toward which the entity will commit substantial resources. Financial Reporting objectives: Financial reporting objectives address the preparation of reliable published financial statements, including interim and condensed financial statements and selected financial data derived from such statements. Entities need to achieve financial reporting objectives to meet external obligations. Investors, creditors, customers and suppliers often rely on financial statements to assess management’s performance and to compare it with peers and alternative investments. Fair representation is efined as: – The accounting principles selected and applied have general acceptance – The accounting principles are appropriate in the circumstances – The financial statements are informative of matters that may affect their use, understanding and interpretation – The information presented is classified and summarized in a reasonable manner, that is, it is neither too detailed nor too condensed – The financial statements reflect the underlying transactions and events in a manner that presents the financial position, results of operations and cash flows stated within a range of acceptable limits, that is, limits that are reasonable and practical to attain in financial statements Compliance objectives: Entities must conduct their activities, and often take specific actions, in accordance with applicable laws and regulations.These laws and regulations establish minimum standards of behavior, which the entity integrates into its compliance objectives. An entity’s compliance record with laws and regulations can significantly – either positively or negatively – affect its reputation in the community. An objective in one category may overlap or support an objective in another. Another set of objectives relates to â€Å"safeguarding of resources†. Although these are primarily operations objectives, certain aspects of safeguarding can fall under the other categories. The category in which an objective falls can sometimes depend on circumstances. Objectives should be complementary and linked.Not only must entity-wide objectives be consistent with the entity’s capabilities and prospects, they also must be consistent with the objectives of its business units and functions. Entity-wide objectives must be broken down into subobjectives, consistent with the overall strategy, and linked to activities throughout the organization. Where, however, objectives depart form an entity’s past practices, management must address the linkages or run increased risks. Activity objectives also need to be clear, that is, readily understood by the people taking the actions toward their achievement. They must also be measurable. It is useful to relate an activity’s overall set of objectives to resources available.A way to relieve further resource constraint is to question activity objectives that do not support entity-wide objectives and the entity’s business processes. Another means of balancing objectives and resources is to identify activity objectives that are very important or critical to achieving entity-wide objectives. Objectives provide the measurable targets which the entity moves in conducting its activities. The goal of internal control in this area focuses primarily on: developing consistency of objectives and goals throughout the organization, identifying key success factors and timely reporting to management of performance and expectations.Although success cannot be ensured, management should have reasonable assurance of being alerted when objec tives are in danger of not being achieved. Risks The process of identifying and analyzing risk is an ongoing iterative process and is a critical component of an effective internal control system. Management must focus carefully on risks at all levels of the entity and take the necessary actions to manage them. Risk identification An entity’s performance can be at risk due to internal or external factors. Regardless of whether an objective is stated or implied, an entity’s risk-assessment process should consider risks that may occur. Risk identification is an iterative process and often is integrated with the planning process.Entity level: risks at the entity-wide level can arise from external or internal factors. External factors examples: – Technological developments can affect the nature and timing of research and development, or lead to changes in procurement – Changing customer needs or expectations can affect product development, production process, customer service, pricing or warranties. – Competition can alter marketing or service activities – New legislation and regulation can force changes in operating policies and strategies – Natural catastrophes can lead to changes in operations or information systems and highlight the need for contingency planning. Economic changes can have an impact on decisions related to financing, capital expenditures and expansion. Internal factors examples: – A disruption in information systems processing can adversely affect the entity’s operations. – The quality of personnel hired and methods of training and motivation can influence the level of control consciousness within the entity. – A change in management responsibilities can affect the way certain controls are effected. – The nature of the entity’s activities, and employee accessibility to assets, can contribute to misappropriation of resources. – An unassertive or inef fective board or audit committee can provide opportunities for indiscretions.Risk may be identified in connection with short- and long-range forecasting and strategic planning. What is important is that management considers carefully the factors that may contribute to or increase risk. Some factors to consider include: past experiences of failure to meet objectives; quality of personnel; changes affecting the entity such as competition, regulations, personnel, and the like; existence of geographically distributed, particularly foreign, activities; significance of an activity to the entity; and the complexity of an activity. Once the major contributing factors have been identified, management can then consider their significance and, where possible, link risk factors to business activities. Activity-level.In addition to identifying risk at the entity level, risks should be identified at the activity level. Dealing with risk at this level helps focus risk assessment on major business units or functions such as sales, production, marketing, technology development, and research and development. Potential causes of failing to achieve an objective range from the obvious to the obscure, and form the significant to the insignificant in potential effect. Risk analysis After the entity has identified entity-wide and activity risks, a risk analysis needs to be performed. The process – which may be more or less formal – usually includes: – Estimating the significance of the risk Assessing the likelihood (or frequency) of the risk occurring – Considering how the risk should be managed – that is, an assessment of what actions need to be taken. There are numerous methods for estimating the cost of a loss from an identified risk. Management should be aware of them and apply them as appropriate. However, many risks are indeterminate in size. At best they can be described as large, moderate or small. Once the significance and likelihood of ris k have been assessed, management needs to consider how the risk should be managed. This involves judgment based on assumptions about the risk, and reasonable analysis of costs associated with reducing the level of risk.Sometimes actions can virtually eliminate the risk, or offset its effect if it does occur. Note that there is a distinction between risk assessment, which is part of internal control and the resulting plans, programs or other actions deemed necessary by management to address the risks. A key part of the larger management process, but not an element of the internal control system. Along with actions for managing risk is the establishment of procedures to enable management to track the implementation and effectiveness of the action. Before installing additional procedures, management should consider carefully whether existing ones may be suitable for addressing identified risks.Management also should recognize that it is likely some level of residual risk will always ex ist, not only because resources are always limited, but also because o other limitations inherent in every internal control system. It is often critical to the entity’s success. Managing change Every entity needs to have a process, formal or informal, to identify conditions that can significantly affect its ability to achieve its objectives. A key part of that process involves information systems that capture, process and report information about events, activities and conditions that indicate changes to which the entity needs to react. With the requisite information systems in place, the process to identify and respond to changing conditions can be established. Circumstances demanding special attention: Changed operating environment – A changed regulatory or economic environment can result in increased competitive pressures and significantly different risks – New personnel – high turnover of personnel, in the absence of effective training and supervision , can result in breakdowns – New or revamped information systems – Normally effective controls can break down when new systems are developed, particularly when done under unusually tight time constraints – Rapid growth – When operations expand significantly and quickly, existing systems may be strained to the point where controls can break down – New technology – when new technology is being incorporated, a high likelihood exists that internal controls need to be modified. – New lines, products, activities – unfamiliar situations, controls may be inadequate – Corporate restructurings – may be accompanied by staff reductions and inadequate supervision and segregation of duties. – Foreign operations – the expansion or acquisition of foreign operations carries new and often unique risks that management should address. To the extent practicable, mechanisms should be forward-looking, so an entity can anti cipate and plan for significant changes.Early warning systems should be in place to identify data signaling new risks. However, as with other control mechanisms, the related costs cannot be ignored. No entity has sufficient resources to obtain and analyze completely the information about all the myriad evolving conditions that can affect it. It is often difficult to know whether seemingly significant information is the beginning of an important trend, ore merely an aberration. The risk-assessment process is likely to be less formal and less structured in smaller entities than in larger ones, but the basic concepts of this internal control component should be present in every entity, regardless of size.Risk assessment in smaller entity can be particularly effective because the in-depth involvement of the CEO and other key managers often means that risks are assessed by people with both access to the appropriate information and a good understanding of its implications. Action plans ca n be devised and implemented quickly with limited number of people. They can then follow up as needed to ensure that the necessary actions are being taken. CHAPTER 4: CONTROL ACTIVITIES Control activities are policies and procedures, which are the actions of people to implement the policies, to help ensure that management directives identified as necessary to address risks are carried out.Many different descriptions of types of control activities have been put forth, including preventive controls, detective controls, manual controls, computer controls and management controls. Following are certain control activities commonly performed by personnel at various levels in organizations. – Top level reviews – Reviews are made of actual performance versus budgets, forecasts, prior periods and competitors – Direct functional or activity management – managers running functions or activities review performance reports – Information processing – A var iety of controls are performed to check accuracy, completeness and authorization of transactions. Data entered are subject to edit checks or matching to approved control files. Physical controls – Equipment, inventories, securities, cash and other assets are secured, physically, and periodically counted and compared with amounts shown on control records. – Performance indicators – Relating different sets of data – operating or financial – to one another, together with analyses of the relationships and investigate and corrective actions, serve as control activities. – Segregation of Duties – duties are divided, or segregated, among different people to reduce the risk of error or inappropriate actions. Control activities usually involve two elements: a policy establishing what should be done and, serving as a basis for the second element, procedures to effect the policy. But regardless of whether a policy is written, it must be implemen ted thoughtfully, conscientiously and consistently.A procedure will not be useful if performed mechanically without a sharp continuing focus on conditions to which the policy is directed. It is essential that conditions identified as a result of the procedures be investigated and appropriate corrective actions taken. Along with assessing risks, management should identify and put into effect actions needed to address the risks. The actions identified as addressing a risk also serve to focus attention on control activities to be put in place to help ensure that the actions are carried out properly and in a timely manner. Control activities are very much a part of the process by which an enterprise strives to achieve its business objectives. Control activities serve as mechanisms for managing the achievement of that objective.Such activities might include tracking the progress of the development of the customer buying histories against established timetables, and steps to ensure accura cy fo the reported data. Controls over information systems Two broad groupings of information systems control activities can be used. The first is general controls – which apply to many if not all application systems and help ensure their continued, proper operation. The second category is application controls, which include computerized steps within the application software and related manual procedures to control the processing of various types of transactions. Together, these controls serve to ensure completeness, accuracy and validity of the financial and other information in the system.General controls commonly include controls over data center operations, system software acquisition and maintenance, access security, and application system development and maintenance. These controls apply to all systems – mainframe, minicomputer and end-user computing environments. Application controls are designed to control application processing, helping to ensure the completen ess and accuracy of transaction processing, authorization and validity. Particular attention should be paid to an application’s interfaces, since they are often linked to other systems that in turn need control to ensure that all inputs are received for processing and all outputs are distributed appropriately.Controls over system development requiring thorough reviews and testing of applications ensure that the logic of the report program is sound, and that it has been tested to ascertain that all exceptions are reported. To provide control after implementation of the application, controls over access and maintenance ensure that applications are not accessed or changed without authorization and that required, authorized changes are made. The data center operations controls and systems software controls ensure that the right files are used and updated appropriately. The relationship between the application controls and the general controls is such that general controls are nee ded to support the functioning of application controls, and both are needed to ensure complete and accurate information processing.The concepts underlying control activities in smaller organizations are not likely to differ significantly form those in larger entities, but the formality with which they operate will vary. Further, smaller entities may find that certain types of control activities are not always relevant because of highly effective controls applied by management of the small or mid-size entity. An appropriate segregation of duties often appears to present difficulties in smaller organizations, at least on the surface. Even companies that have only a few employees, however, can usually parcel out their responsibilities to achieve the necessary checks and balances.Controls over information systems, particularly general computer controls and more specifically access security controls, may present problems to small and mid-size entities. This is because of the informal way in which control activities are often implemented. CHAPTER 5: INFORMATION AND COMMUNICATION Every enterprise must capture pertinent information – financial and non-financial, relating to external as well as internal events and activities. The information must be identified by management as relevant to managing the business. It must be delivered to people who need it in a form and timeframe that enables them to carry out their control and other responsibilities.Information is needed at all levels of an organization to run the business, and move toward achievement of the entity’s objectives in all categories – operations, financial reporting and compliance. Information is identified, captured, processed and reported by information systems. The term â€Å"information systems† frequently is used in the context of processing internally generated data relating to transactions, such as purchases and sales, and internal operating activities, such as production p rocesses. Information systems sometimes operate in a monitoring mode, routinely capturing specific data. In other cases, special actions are taken to obtain needed information.Keeping information consistent with needs becomes particularly important when an entity operates in the face of fundamental industry changes, highly innovative and quick-moving competitors or significant customer demand shifts. Systems support strategic initiatives. The strategic use of information systems has meant success to many organizations. Using technology to help respond to a better understood marketplace is a growing trend, as systems are used to support proactive rater than reactive business strategies. Integration with operations. The strategic use of systems demonstrates the shift that has occurred from purely financial systems to systems integrated into an entity’s operations.These systems help control the business process, tracking and recording transactions on a real-time basis, often inc luding many of the organization’s operations in an integrated, complex systems environment. The effect of integrated operations systems is dramatic, as can been seen in the just-in-time (JIT) inventory system. The systems themselves order and schedule arrival of new materials automatically, frequently through the use of EDI (electronic data interchange). Many of the newer production systems are highly integrated with other organizational systems and may include the organization’s financial systems. Acquisition of technology is an important aspect of corporate strategy, and choices regarding technology can be critical factors in achieving growth objectives. Decisions about its selection and implementation depend on many factors.These include organizational goals, market-place needs, competitive requirements and, importantly, how the new systems will help effect control, and in turn be subject to the necessary controls, to promote achievement of the entity’s objec tives. It is critical that reports contain enough appropriate data to support effective control. The quality of information includes ascertaining whether: – Content is appropriate – Is the needed information there? – Information is timely – Is it there when required? – Information is current – Is it the latest available? – Information is accurate – Are the data correct? – Information is accessible – Can it be obtained easily by appropriate parties?All of these questions must be addressed by the system design. If not, it is not probable that the system will not provide the information required. Communication is inherent in information systems. Internal In addition to receiving relevant data for managing their activities, all personnel, particularly those with important operating or financial management responsibilities, need to receive a clear message from top management that internal control responsibilities must be taken seriously. Both the clarity of the message and the effectiveness with which it is communicated are important. In addition, specific duties must be made clear. Without this understanding, problems are likely to arise.In performing their duties, personnel should know that whenever the unexpected occurs, attention is to be given not only to the event itself, but also to its cause. In this way, a potential weakness in the system can be identified and action taken to prevent recurrence. People also need to know how their activities relate to the work of others. People need to know what behavior is expected, or acceptable, and what is unacceptable. Personnel also need to have a means of communicating significant information upstream in an organization. Front-line employees who deal with critical operating issues every day are often in the best position to recognize problems as they arise.For such information to be reported upstream, there must be both open channels of communicati on and clear-cut willingness to listen. People must believe their superiors truly want to know about problems and will deal with them effectively. In most cases, the normal reporting lines in an organization are the appropriate communications channel. In some circumstances, however, separate lines of communication are needed to serve as a fail-safe mechanism in case normal channels are inoperative. Communication between management and the board of directors and committees are critical. Management must keep the board up to date on performance, developments, risks, major initiatives, and any other relevant events or occurrences.The better the communications to the board, the more effective it can be in carrying out its oversight responsibilities, and acting as a sounding board on critical issues and providing advice and counsel. By the same token, the board should communicate to management what information it needs, and provide direction and feedback. External There needs to be approp riate communication not only within the entity, but outside. With open communications channels, customers and suppliers can provide highly significant input on the design or quality of products or services, enabling a company to address evolving customer demands or preferences. Communications from external parties often provide important information on the functioning of the internal control system.Communications to shareholders, regulators, financial analysts and other external parties should provide information relevant to their needs, so they can readily understand the circumstances and risks the entity faces. Communication takes such forms as policy manuals, memoranda, bulletin board notices and videotaped messages, or transmitted orally. Another powerful communications medium is the action taken by management in dealing with subordinates. Managers should remind themselves, â€Å"actions speak louder than words†. Information systems in smaller organizations are likely to be less formal than in large organizations, but their role is just as significant. CHAPTER 6: MONITORINGCircumstances for which the internal control system originally was designed also may change, causing it to be less able to warn of the risks brought by new conditions. Accordingly, management needs to determine whether the internal control system continues to operate effectively. Monitoring can be done in two ways: through ongoing activities or separate evaluations. Internal control systems usually will be structured to monitor themselves on an ongoing basis to some degree. The greater the degree and effectiveness of ongoing monitoring, the less need for separate evaluations. Usually, some combinations of ongoing monitoring and separate evaluations will ensure that the internal control system maintains its effectiveness over time. It should e recognized that ongoing monitoring procedures are built in to the normal, recurring operating activities of an entity. Because they are perf ormed on a real-time basis, reacting dynamically to changing conditions, and are ingrained in the entity, they are more effective than procedures performed in connection with separate evaluations. Since separate evaluations take place after the fact, problems will often be identified more quickly by the ongoing monitoring routines. An entity that perceives a need for frequent separate evaluations should focus on ways to enhance its ongoing monitoring activities and, thereby; to emphasize â€Å"building in† versus â€Å"adding on† controls. Ongoing monitoring activitiesExamples of ongoing monitoring activities include the following: – Extent to which personnel, in carrying out their regular activities, obtain evidence as to whether the system of internal control continues to function. – Extent to which communications from external parties corroborate internally generated information, or indicate problems. – Periodic comparison of amounts recorded by the accounting system with physical assets. – Responsiveness to internal and external auditor recommendations on means to strengthen internal controls. – Extent to which training seminars, planning sessions and other meetings provide feedback to management on whether controls operate effectively. Whether personnel are asked periodically to state whether they understand and comply with the entity’s code of conduct and regularly perform critical control activities. – Effectiveness of internal audit activities. Separate evaluations While ongoing monitoring procedures usually provide important feedback on the effectiveness of other control components, it may be useful to take a fresh look from time to time, focusing directly on the system’s effectiveness. Scope and frequency. Evaluations of internal control vary in scope and frequency, depending on the significance of risks being controlled and importance of the controls in reducing the risks.Evaluati on of an entire internal control system – which will generally be needed less frequently than the assessment of specific controls – may be prompted by a number of reasons: major strategy or management change, major acquisitions or dispositions, or significant changes in operations or methods of processing financial information. The evaluation scope will also depend on which of the three objectives categories – operations, financial reporting and compliance – are to be addressed. Who evaluates. Often evaluations take the form of self-assessments, where persons responsible for a particular unit or function will determine the effectiveness of controls for their activities. Then, all results would be subject to the chief executive’s review.Internal auditors normally perform internal control evaluations as part of their regular duties, or upon special requests of the board of directors, senior management or subsidiary or divisional executives. Similarly , management may use the work of external auditors in considering the effectiveness of internal control. The evaluation process. The evaluator must understand each of the entity activities and each of the components of the internal control system being addressed. It may be useful to focus first on how the system purportedly functions, sometimes referred to as the systems design. The evaluator must determine how the system actually works. The evaluator must analyze the internal control system design and the results of tests performed.The analysis should be conducted against the backdrop of the established criteria, with the ultimate goal of determining whether the system provides reasonable assurance with respect to the stated objectives. Methodology can be qualitative/quantitative (benchmarking) Documentation. The extent of documentation of an entity’s internal control system varies with the entity’s size, complexity and similar factors. Many controls are informal and undocumented, yet are regularly performed and highly effective. An appropriate level of documentation makes the evaluation more efficient, it facilitates employees’ understanding of how the system works and their particular roles, and easier to modify.Reporting deficiencies Deficiencies in an entity’s internal control system surface from many sources, including the entity’s ongoing monitoring procedures, separate evaluations of the internal control system and external parties. A deficiency may represent a perceived, potential or real shortcoming, or an opportunity to strengthen the internal control system to provide a greater likelihood that the entity’s objectives will be achieved. One of the best sources of information on control deficiencies is the internal system itself. A number of external parties frequently provide important information on the functioning of an entity’s internal control system.In considering what needs to be communicated, it is necessary to look at the implication of findings. A seemingly simple problem with an apparent solution might have far-reaching control implications. Findings of internal control deficiencies usually should be reported to the individual responsible for the function or activity involved, who is in the position to take corrective action, but also to at the lest one level of management above the directly responsible person. This process enables that individual to provide needed support or oversight for taking corrective action, and to communicate with others in the organization whose activities may be affected.Where findings cut across organizational boundaries, the reporting should cross over as well and be directed to a sufficiently high level to ensure appropriate action. Providing needed information on internal control deficiencies to the right party is critical to the continued effectiveness of an internal control system. Protocols can be established to identify what informatio n is needed at a particular level for decision-making. Reportable conditions ( significant deficiencies in the design or operation of the internal control structure, which could adversely affect the organization’s ability to record, process, summarize and report financial data consistent with the assertions of management in the financial statements. SME ( more ongoing monitoring, less like to do separate (few people, notice quicker)

The Pubic Symphysis in Forensic Osteology Essay

The Pubic Symphysis in Forensic Osteology - Essay Example The pubic symphysis worn at their surfaces as age advances. It is possible to estimate the age of a dead person by examining the wear and tear at the surfaces of pubic symphysis. "When the changes are made according to the symphyseal formula technique, it is found that age estimates based on this single event are more dependable than similar age estimates from other bones. This technique has made age estimation from unknown skeletal remains more realistic, more accurate and more dependable." (Parikh, C. k., 1990) "The Pubic symphysis, a symphysis is a false joint, is the junction of the two pubic bones lying roughly 4-5 inches below the navel. This junction is bridged by cartilage that acts as a cushion between the two bones." (Houck, M. M. & Siegel, J. A., 2006) The pubic symphysis is the central cartilaginous joint which unites the superior rami of the left and right pubic bones. The location of pubic symphysis is anterior to the urinary bladder and superior to the external genitalia: which above the vulva for females and above the penis for males. The suspensory ligament of the penis of males is attached to the pubic symphysis, whereas clitoris in females is in close connection. Pubic symphysis is derived from the Greek word "symphysis" which means growing together. It belongs to the category of non-synovial amphiarthrodial joint. Pubic symphysis has its anterior width 3-5 mm greater than its intrapelvic posterior width. Pubic symphysis is connected by fibro cartilage and its centre is avascular. The ends of both pubic bones are covered by a thin layer of hyaline cartilage. The fibro cartilaginous disk is reinforced mainly by many ligaments of which superior and inferior ligaments are important. The strong and thicker superior ligament is reinforced by the tendons of rectus abdominis, obliques externus, gracilis and thigh adductors muscle. The inferior ligament of pubic arch is known as the arcuate pubic ligament. Pubic symphysis is 9-10 mm width during birth, with thick cartilaginous end plates. During adulthood the end plates decreases in width to thinner layer. Pubic disc is thicker in females which permits more movement of the pelvic bones, and thus provides a greater diameter of pelvic cavity during delivery. "The pubic symphysis is less deep, and the pubic arch is wider and more rounded than in the male, where it is an angle rather than an arch." (Gray, H. 1918) (BBC News, 2001) During pregnancy, hormones like relaxin remodels the hyaline cartilage thereby allowing the pelvic bones to be more flexible for delivery. The normal non-pregnant gap of the symphysis pubis is 4-5 mm. but in pregnancy, the width increases at least by 2-3 mm, and thus, there is a total width of up to 9mm for pregnant women. During delivery, the pubic symphysis separates to some degree and this separation can leads to diastases of the syphysis pubis. The diastases could be the result of a rapid birth or a forceps delivery or may be prenatal. A diastases of the pubic symphysis is a symptom of pelvic girdle pain. Historically, symphysiotomy used to be done when labour failed to progress due to large size of the head of the fetes and consequently the fetes' skull was crushed. Fractures of pelvis are important in forensic pathology in two aspects - First, a great amount of force is required to disrupt the pelvic ring. Second,

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SLP 1 - Strategic Review Simulation - Essay Example In order to understand the outcome of the strategies adopted by Schmoe during his tenure it is important to gain insight into how strategies can help companies flourish and how each element of strategy making can affect the possible outcomes of the business (Henry, 2008). Clipboard Tablet Co is observed to be the presently manufacturing computer tablets manufacturing and advertising different tablet models namely X5, X6 and X7 as their recent brands in the market. It has been observed that tablet X5 is proponed by the customer’s who are price conscious. The second model X6 is proponed by the customers who are quality conscious. However the third model X7 is proponed by those customers who give accent to price as well as quality of the product for purchasing. The availability of the three different models by the company is as follows: X5 for seven years ending 2015, X6 for last six years, and X7 for five years till the completion of 2015. Beforehand the company decided the fina ncial value of these brands as: X5 for $265, X6 for $420 and X7 for $195 respectively. However, it was observed that the brands X5 and X6 were profitable in the duration between 2010 and 2015 with an increase in the market value. On the other side the brand X7 was unprofitable and attain loss till 2013 afore achieving the profit in 2014 and 2015. Financial review The marketing of X5 in was equivalent to 968,979 in 2011 and 1,647,592 in 2012 that had an increment up to 70%. The interest that was accomplished from the marketing also had an increment from 276,159,075 in 2011 to 469,563,809 in 2012 which up to 70%. It clearly indicates the good performance of brand with an elevation in the financial value as well as in the interest. An increase in the profit of this brand is observed again up to 30% during 2013 on account of the first time customers who availed 86% of total sale volume. Though after 2013 the marketing of X5 started to abate with an abated interest while in 2014 a revers e growth is observed up to 14% and up to 48% in 2015. The marketing value from the first time customers when compared between 2015 and 2012 reveals that it had increased up to 66% in 2012 while abated up to 72% in 2015. However the repeat purchase elevates only up to 26% in 2015 in comparison with a high increase of 96% in 2012. Financially, the prices for manufacturing of X5 elevated by 42% and 23% in 2012 and 2013 respectively but it had abated by 19% and 37% in 2014 and 2015 respectively. The price of research and development had an incision of 33% in 2012 and remains constant for many years due to which the first time customers lost their interest. In 2011, the worth of X5 was found to be 16% which increased up to 30% in 2012 and 34% in 2013 which reveals the good performance of the company with high marketing. Conclusively, the overall the interest is found to descend in 2014 with 32% while in 2015 it remains only 17%. The brand of X6 began laboriously in 2011 with an acquisiti on of increment in marketing up to 129% in 2012 comparatively in 2011. The growth in first time custom

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Learning Log of Tesco CSR and SB - Assignment Example management and is important for all business and it is incorporated into the operations of the organization through its culture, values, decision making, strategy and reporting mechanisms. As described by Wood, corporate social responsibility has the basic idea of linking the business with the society rather than describing the s distinct entities (Idowu and Filho, 2008, p.165).The corporate social responsibility started since 1950s. Archie Carroll’s theory forms the basis of corporate social responsibility. This pyramid of Carroll’s theory comprises of four responsibilities. The first is the economic responsibility to be profitable. The second comprises of the legal responsibilities that is to obey the law that is set forth by the society. The third part of the pyramid is linked with the second part and comprises of ethical responsibilities that the business should have, to do what is right even when the business is not compelled to do so by the law. The fourth is the philanthropic or the discretionary responsibility it is all about the resources contributed by the corporations towards the educational, social, recreational or cultural purposes. The Carroll’s theory helps the organizations to comprehend the necessary principles of social responsibility, set forth the practices to achieve each step of the pyramid with the ultimate goal of reaching the top. As per the Carroll’s theory, TESCO fulfills all its economic responsibilities by being the Ireland’s top retailer; it even fulfills its legal responsibilities by following the rules and regulations. It lays down practices of being ethical by serving healthy food and satisfying the customers well by serving them more of local products and being more cautious about their impact on the neighborhood and faces the environmental challenges. It practices its philanthropic responsibilities by serving a large number of communities throughout the country, it takes care about its responsibilities as business,

(business law) occupiers, liability ACT Essay Example | Topics and Well Written Essays - 1250 words

(business law) occupiers, liability ACT - Essay Example The liability of an occupier was first spelt out in the case of Stevenson v Glasgow Corporation*3 where Lord M’Laren explained that â€Å"precautions which have been rejected by common sense as unnecessary and inconvenient are not required by law.† This position was recently cited by Lord Hutton in the case of Tomlinson v Congleton Borough Council*4 where the defendants were not held liable for Tomlison’s injuries, because the injury had come about due to Tomlinson’s choice to undertake a dangerous activity rather than because the premises were dangerous. In the case of Robert Addie and Sons v Dumbreck*5 Lord Hailsham limited the liability of occupiers, especially towards trespassers, when he stated that an occupier would be liable only â€Å"where the injury [was] due to some willful act involving something more than the absence of reasonable care† or when the occupier had demonstrated a â€Å"reckless disregard of the trespasser’s presence .† In the instant case, a child died but the defendant was not held to be liable because the child had received sufficient warning about the dangers on the property. However, subsequent cases have refined the harsh, blanket standard that was applied towards trespassers in general, reducing Occupier liability to an extent where it was negligible. When the claimant for injury is a child, Occupier liability increases in view of a child’s lack of appreciation for danger and their â€Å"ingenuity in finding unexpected ways of doing mischief to themselves should never be underestimated†, as stated by Lord Hoffman*6. The House of Lords ruled against the occupier in the case of Jolley because occupier knew that the boat the victim was repairing was dangerous but did not bother to warn the child. In fact, Section 2 (3) (a) of the Occupier Liability Act specifies that â€Å"an occupier must be prepared for children to be less

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Poverty Essay Example | Topics and Well Written Essays - 750 words - 5

Poverty - Essay Example Being in a different position however blurs the audience that cannot perceive what poverty means. Class also plays a significant role in the essay as the narrator uses possession to define poverty. Whether social or economic class, people in a given class are characterized by possession that members of lower classes may not afford comfortably and the narrator uses inability to afford underwear to communicate the article’s theme of poverty. She associates herself with a poor class that cannot afford the type of cloth and explains this to the audience as an approach to explaining her poverty. The concept of class is similarly significant to the essay’s theme because it established difference in leaving standards towards definition of poverty. People in higher classes, whether social or economic, considers a lot of factors in life such as sanitation and the narrator uses this by identifying her poor condition of being dirty and having odors. The narrator’s use of th ese class-based factors communicates the significance of class as the essay’s theme of poverty (Nazario, Borchers and Lewis 323). Significance of class in the essay extends beyond developing a basis for defining the core theme, poverty, and facilitates understanding of reasons for persistence of poverty in the society. ... Using this concept, the narrator explains that poor people wake up in their same state daily, a condition that is not healthy. He further notes that this condition is permanent and this identifies the concept of immobility across social classes. Significance of class in the essay is also identifiable from the narrator’s perception of the reasons for persistence of poverty among some classes in the society. While the poor class does not like the condition, despite accepting it as part of their lives, tools to eradicating poverty are not accessible to them. Further, the tools are available among other classes but members of these classes are not keen to use these tools or aid their application by members of the poor classes. The narrator also associate the tools with economic resources such as money that are more limited among members of poor classes that other members of the society. In this application, the essay identifies the importance of class in sustaining existence of po verty in the society (Nazario, Borchers and Lewis 323). The concept of class also plays a significant role in the essay’s identification of the position of the poor in the society. Class identifies inferiority of the poor who lacks a voice to speak for them and ability to satisfy their needs as members of other classes would. Based on the concept of the type of life that people have adapted in different classes, the narrator identifies the type of food that she, and supposedly other members of her poor class, consumes with a medical complication and this means that the complication is limited to poor people who cannot afford high standard diets. Class also determines the type of treatment that people receive in the society. The rich are able to argue and discuss

FINANCIAL MANAGEMENT A5 Essay Example | Topics and Well Written Essays - 750 words

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Capitalism is destroying the planet Essay Example | Topics and Well Written Essays - 1000 words

Capitalism is destroying the planet - Essay Example Therefore, in line of with endeavors of capitalists to maximize their profits by intensive and extensive exploration of the natural environment, this paper shows that capitalists’ production is the root cause of environmental pollution that is posing serious dangers to survival of biodiversity, which for this case includes humanity. The driving force of capitalism has remained to be profit maximization. Serving social demands such as food, shelter, clothing and social amenities is just but a by the way. In their primary bid to maximize profits, in which none of them can shy away from being part and parcel, capitalists are driven to further accumulate wealth in any means that would give them a comparative advantage over competitors. Since their production is limited to exploring natural environment for their gains, hundreds of thousands of industries have been established. Examples include food processing, motor vehicle, and utilities that generate energy that is the driving fo rce of any economy (Sweezy 2). A capitalistic set-up is very vibrant in the sense that it has several players each pursuing their own economic goals. Such a place is characterized by closely packed business entities each engaged in some economic activity. For instance, in producing goods and services for the masses, the number of factories that have been established are increasingly occupying more space on the surface of the earth. This has the implication that more fossil fuels is being consumed to keep these factories running. Understandably, these fuels, example of which include coal, produces carbon (IV) oxide that leads to global warming. In another scenario, capitalism has encouraged unsustainable economic competition for different players in the market. For example, in the process of maximizing profits in the fish industry, capitalists have built up large fishing vessels that process fish immediately they are fished. This has the implication that the rate at which fish are be ing processed is faster that even the rate of their reproduction. The same case applies to forested areas where trees are being fell rapidly than they are planted. The unsustainable utilization of natural resources is what has raised eyebrows regarding the negative effects of capitalism. The wide spread destruction of the world’s tree population for the use of manufacturing goods for large scale corporations is just the tip of the iceberg. We have developed a culture that is largely in an â€Å"amnesic† state if you will. We are taught to consume and build a relationship with these products to where they are accepted in every part of our lives. These same products are increasing the CO2 emissions in the earth’s atmosphere to a recent all-time high of 400.03 ppm. This large increase is due to multiple things including globalized use of fossil fuels and the industrialization of production (Kempf 4). Capitalism has significantly increased the exploration of natural resources which in time increases manufacturing. This domino effect ends with increase in Carbon (IV) Oxide concentration which destroys the ozone layer by causing global warming. Increased temperature have caused melting of the ice carps thus increasing the water levels in the seas and oceans. In the event of a natural disaster such as tsunami, for example the one that hit the coastline of Indonesia in 2004, the effects are

Pluto or Neptune Essay Example for Free

Pluto or Neptune Essay Dr. Derik Johnson is highly acclaimed for his knowledge and research in physics. He has done a lot of research on the force of gravitation, and has a very conclusive notion in his mind that if sun’s gravitational pull is so great that it can compel a system of 9 planets to rotate around itself, then objects on earth, which is relatively very near to the sun as compared to Pluto or Neptune, should also fall towards sun, and not down towards the centre of the planet. He defies Newtonian theory on gravitational pull. Years of concentrated research on this notion, enable him to make a device, which can reverse the gravitational pull on any object. His joy does not know any limits, on this achievement. This is a device, which has a flat surface and which can be held in ones hand. Once the flat surface is made to face the Sun for 5 minutes, it gathers enough energy to change the gravitational field acting on any body. So, if he points this device to a person walking on road, it would appear to him as if, the person is getting carried upwards. To a common person, this device appears as if it is a round mirror of 5 inches diameter, and nothing else. Dr.Derik’s close friend John Mathew, is a shrewd businessman with acute sense of business opportunities. It was because of this sense of turning innovations into business, that he was a very wealthy man today. As a close friend, he discusses Dr. Derik discusses his invention with John, who perceives a gigantic business opportunity in this device. Now, tons and tons of load can be lifted upwards, with this small device !!!!! No extra energy no extra efforts !!! His shrewd business mind tells him that cranes and lifting devices could be a thing of past, if this invention could be turned into a working, marketable product. Both work together, incessantly, to bring out a commercially viable product, which can make any object move upward, just by pointing towards it. This product creates as storm in the market, and becomes an outright success. It becomes a minting machine for this duo. This run for minting money through this product, did not last long. Barely within a few months of its existence, reports of varied misuse of the product started flowing in and making headlines in the news channels and papers. While it proved very beneficial to the industry which had real time applications, it became a nuisance for others. Mrs. Alice, the head of an NGO, filed a law suit against this company, on behalf of a young girl, Edwina. It so happened that a boy studying with Edwina was madly in love with her, and wanted to marry her. Edwina was in no mood to agree to his proposal, and had been rejecting this boy consistently. So, this boy, uses this device, to shoot a small clip, with her walking above the surface of the earth. Since she was wearing a skirt at that time, the camera was able to shoot her private parts also. This was obviously very embarrassing to Edwina. Her MMS clips started circulating around the campus, then the town and then to the whole world through the internet. Edwina reported this case to Mrs. Alice, who was very upset at knowing her story. She approached the courts, and filed a law suit against the manufacturers, demanding a very heavy penalty in favor of Edwina, and immediate withdrawal of all the products from the market, and closing down the manufacturing unit. The court, decides to withdraw all the products from the market, pay heavy compensation to Edwina, but does not order closing down of the manufacturing unit. Instead, it issues an order that the product could be marketed to genuine customers only, who have to obtain a license to buy this product. The court also orders Dr. Derik to improvise the design in such a way that only a person with very high technical skills can use it. ( Dear customer : the resemblances are as follows : Dr. Derik – Dr. Frankenstein, the product – the monster, Edwina- William who was the victim, John- Henry, and Mrs. Alice- Elizabeth). Reference: 1) Victor Frankenstein, Wikipedia the free encyclopedia, retrieved on 5 january 2008 from : http://en. wikipedia. org/wiki/Victor_Frankenstein

Examining The Leadership And Change Management Of Barclays Bank

Examining The Leadership And Change Management Of Barclays Bank Barclays Bank Europe, America, Africa and Asia is a vast presence, both for individuals and businesses provides a wide range of services.  Barclays has a long history that covers three hundred years, and its head office from London, that this operation fifty countries and 155,000 employees to offer more care. Barclays Bank lends, investment and more than 48 million people around the world for money does. Earliest roots of Barclays 1690, when Thomas Gold and silversmith John Freame Central London working as a bank to go back to start.  Seventy years later, the goldsmith bankers went into a major banking house, and later with nineteen other private banking concerns, the name Barclays and Company Limited, which reserves a set of 182 branches thus a major  £ 26  with funds provided under the Bank joined the million.  Barclays and the company is so often used Quaker Bank; At this point in time, Barclays and company family and religious links with the community was involved. Turn of the twentieth century, Barclays and the company started expanding rapidly, such as Bolithos Bank and United Counties Bank mdlyndz England South West taking a significant banks.  By 1918, Barclays Bank and Company in London South West Bank and Provincial Bank in the UK with one in five largest banks had to be. Barclays Bank of Japan until 1925, the Anglo Egyptian Bank and National Bank of South Africa with the merger had become a truly international organization.  Through a business deal that resulted in major Middle East, Africa and West Indies. Barclays Bank has always been an innovative company.  Barclays in 1966 before serving a UK credit card bank has become.  Next year in this world was the first bank of its users and to provide cash machines by 1972, her first TV ad was trying to become bank.  Barclays Bank UK end of the twentieth first century Tokyo and New York stock exchanges are listed bank shares has become, and it resulted in 2006 in which a high speed currency profits were 50% complete  is being moved outside the UK. Current events Reuters reported that the British government three banks, including Barclays, which over  £ 7 billion may seek 40 billion lbs (69 billion dollars) will admit.  Barclays later confirmed that his government rejected the proposal and instead of 6.5 billion pounds of new capital ( £ 2 billion dividend cancellation and by 4.5 billion pounds from private investors) will bear. In January 2009 according to press reports may need more capital and that the government agreed to fund this can be because it failed to do so by the State of Qatar in the past under investment rules  may have been a third party which shares much in October 2008 ordered compensation for them without receiving more money into Qataris. In March 2009 it was reported in 2008, Barclays insurance this preparation with AIG received billions of dollars, provided by the United States to bail out AIG Fund include 8.5bn $.  12 June 2009, Barclays Global Investors this unit, which includes an exchange of funds business, iShares, 13.5bn $ BlackRock business sold for.  In October 2009 the Standard Life Standard Life Bank Plc Barclays Plc sold.  1 January 2010 completed sales.  11 November 2009, Barclays and First Data, information technology to global trade, according to Barclays, which released the first data and consumer finance departments within the card platform will move is a compromise  .13 February, 2010 Barclays announced that more than 2 billion pounds in bonuses will pay. About leadership Leadership to achieve a desired goal all about harnessing people power and so the idea of leadership for organizational context can not be restricted.  This society through all the realms pervades, whether politics, religion or in corporate. Definition of leadership à ¢Ã¢â€š ¬Ã‚ ¢ define leadership as we can: à ¢Ã¢â€š ¬Ã‚ ¢ â‚ ¬Ã‚   George R. Terry to impress people for the purposes of the Working Group. Live happily. à ¢Ã¢â€š ¬Ã‚ ¢ â‚ ¬Ã‚   interpersonal then use it and receive special purposes in the direction of guidance through the process of dialogue is the effect.   Robert Tannenbaum. à ¢Ã¢â€š ¬Ã‚ ¢ â‚ ¬Ã‚   leadership of the affected people to achieve a common goal is to follow them Koontz ODonnell. à ¢Ã¢â€š ¬Ã‚ ¢ â‚ ¬Ã‚   leadership is a process under which a person influences others praised the success of group or organizations goals by members of the group.   Baron and Greenberg à ¢Ã¢â€š ¬Ã‚ ¢ clear definition as above all of Western ideas is concerned.  This is because, with a structured course of study and analysis as a formal sector leadership has been established yet in India because it is in Western countries. Leadership theories Great man theory Great man is the duty of principles including leadership ability that great leaders are born not made.  Their most daring ideas, mythic and leadership needed to increase the fixed bynqab is as great leaders.  The term great man used because, at that time, leadership quality as a man thought about basic military leadership, especially in terms of, was. Logos theory Some ways similar great man theory, theory assumed that symptoms of some features and attributes that lead them to better Validating inheritance.  Symptoms often views a particular personality or behavior by leaders identified common features.  But important features of specific leadership traits, how we who owns these properties but do not utter a leader?  This question led symptoms using theories to explain the difficulties is one.  Many researchers have demonstrated successful leadership traits like leadership, but not always sure they are doing is a place of high honor, sir.  It was observed that more than 100 researchers recorded symptoms such hardly10% 5 or more study is published.  Written test or tests near symptoms by priority to the selection procedure is taken.  This notion is the biggest problem that we led ordinary or global attributes can not. Unexpected ideas Environment, especially that particular style of leadership which best situation is probably better for variables related attraction leadership contingency theories.According to this theory, no leadership style is best in all circumstances.  Variable success of leadership style and followers of various aspects of the situation, including the large number of features depends on.  Unexpected behavior rule is a rule that has no better claim to organize a corporation, to lead a company, or to decide is a kind of way.  Instead, the process maximum course contingent on internal and external situation (depending) is.  Many unexpected approach being developed concurrently in the late 1960s.  He suggested that bureaucracy is as Weber and Taylors management theories in the past failed because they ignored his management style and organizational structure of the environment was affected by different aspects: unexpected element  .  Or organization for leadership there one best way can not.Historically, contingency theory that formal structures are usually associated with, or better able to use different techniques to develop about broad generalizations have tried.  View the work of Joan Woodward (1958), which says that technology directly control period, authority centralization, and formalization of rules and procedures as an organization to determine the different properties began with  . Feedback conditions Circumstances change theories suggest that leaders on the situation the best way of action is selected.  Different style of leadership decision-making for specific types may be more appropriate.  This approach features the specific circumstances or environment is operating more on a guide emphasizes.  Leadership qualities vary from status or circumstances, and that any traits or leadership skills in the right conditions can become a standard. Behavior theories Behavioral theories of leadership is the belief that great leaders made, not born but are based.  Build its leadership in behaviorism theory, not leaders on mental qualities or internal states focuses on the works.  According to this theory, people become leaders through education and monitoring can learn. PARTICIPATIVE views Participative leadership theories suggest that the ideal leadership style one that takes account of other peoples input.  Their leaders by group members encourage and support participation and contribution of members of the group decision-making process more relevant and committed to do.  participative theories, however, the leader retains the right to allow others input Management ideas Management ideas (as well as Transactional theories is said) organization and group supervision focusing on the role of performance.  Rewards and punishment system based on principles of leadership.  Management concepts often used in business and when employees are successful, they are rewarded when they fail, they are reprimanded or punished. Related ideas Related concepts (as well as ideological change is said) establish relations between leaders and followers focus on.  Transformational leaders encourage and help members of the group the importance of encouraging people and seeing more good work.  The leaders of the group members are focused on performance, but also want each person to fulfill his or her potential with the style leader often has high moral and ethical standards. Leadership style Leadership style to provide direction, planning process, and how to inspire people and have vision.  U.S. Army book, 1973 led to identify three ways: à ¢Ã¢â€š ¬Ã‚ ¢ push aside the dictatorial or Member PARTICIPATIVE à ¢Ã¢â€š ¬Ã‚ ¢ or democratic à ¢Ã¢â€š ¬Ã‚ ¢ DELEGATIVE or Free State Although good leaders with one of these three styles are used, usually dominate, bad leaders want to stay with a style.  Barclays Bank is using the three leadership styles. Push aside the dictatorial or AUTICRATIC The style used when the leader your employees what he wants and how he wants without the advice of her followers have done is told.  Use some appropriate conditions is that when you all are aware of this problem, youre short on time, and your employees are also encouraged.  Some people run, demeaning language, using and led by threats and abusing their power as a car want to think about this scene.This is not push aside the dictatorial style but for someone abuse, unprofessional style bossing around people called.  A leader has no place in stock. Push aside the dictatorial style usually only be used on rare occasions.  If you have more time and commitment from their employees and want to get excited, you should use the participative style. PARTICIPATIVE or democratic -Style decision-making process of this type (determining what is and how to do) but including one or more employees are leaders. However, the leader maintains final decision making authority.  Use this style is not a sign of weakness, but strength of your employees will respect the signals.  It usually used when you share information, and in other parts of your employees is.  A leader is not expected to know everything thats why you employ staff with knowledge and capable.  The style is of mutual benefit using its employees to become part of the team allows you better and allows you to decide. DELEGATIVE or Free State In addition, non-intervention, interference in the affairs of others is not known.  This style, the leader allows employees to decide. However, MP is still responsible for such decisions are made.  When employees use it to analyze the situation and determine what needs to be done and how it is able to do it.  All you can do anything!  Set your priorities and specific tasks must Representative. To use a lot that you blame others when things can go wrong but a scene is used below when you people be confident and sure style.  One to use it, however, should not be afraid to be effective, it will be used properly!  Here a number of different ways, or to leadership and management style and various mfruzun principles are based.The style that individuals use their beliefs, values and priorities will be based on a combination, as well as organizational culture and norms, which encourage anyone, and will discourage others. In this regard, the following different approach can be classified under the head. à ¢Ã¢â€š ¬Ã‚ ¢ CHRISMATIC leadership à ¢Ã¢â€š ¬Ã‚ ¢ PARTICIPATIVE leadership à ¢Ã¢â€š ¬Ã‚ ¢ conditions under à ¢Ã¢â€š ¬Ã‚ ¢ TRANSACTIONAL leadership à ¢Ã¢â€š ¬Ã‚ ¢ TRANFOMATIONAL leadership à ¢Ã¢â€š ¬Ã‚ ¢ a quiet leadership à ¢Ã¢â€š ¬Ã‚ ¢ Servant leadership Circumstances under which the organization decided to change the IMPLEMNT Organization change in the environment is like to face different challenges Absence of group skills Any organization is the most important skills that will increase its utility is established.Todays changing business environment and who were alive in the changing environment is efficient is.  The manager responsible for a positive change for others and encourage team work that the construction will change.  Not changing the rapid development of the other members easy environment manager accepts the need for change.  He helps them to understand new techniques and procedures.  You get good ideas but very real thing is accepted methods can be translated into these views.Measures the success of any change depends on approval. Lack of enthusiasm and encouragement To maximize movement between employees, managers need to think in terms of flexibility.  Yes, it needs to encourage employees.  Need to encourage employees in a diverse way of awards) ranks.  Manager of the most important goal of capacity development to help their employees and their development work on the various organizational areas provide a variety of learning experiences offered by can do so.1980 primary aspect of this work which various work skills to recognize the importance of work, autonomy, and feedback including Hackman point out One thing that an employees activities and art a number of different skills can use a variety of needs.  This full and identifiable piece of work requires the completion of his life or other peoples work had considerable influence.  If these things work in a person so important, precious and valuable as his or her work will see.  Job autonomy to the owner for work results of my personal responsibility to a sense of duty, and it provides that if a work is the opinion of staff know how effectively he or she will perform  .Encouraging to see from the perspective, these important dimensions shows that received internal awards when an employee shows that he or she is personally any work or they do not care that he has shown good performance on  are.  These conditions is one thing more, grater encourage employee performance and satisfaction and reduce his or her absence or resignation of the features and potential.  High growth with a highly individual experience serious psyc hological states and respond positively when their employment at the basic aspects of development is likely to include people need. Conflict Management A conflict between members of the organization ever arises.  This conflict is not always bad because sometimes good, with team conflict will learn more members, their problems in depth and would also give the most appropriate solution can understand.  Conflicts in the era of globalization teams identify and work success without sacrificing speed successful strategy decided.  But most times conflict results slow down work to success and effectiveness of control strategies will reduce.  An identity that are the root causes of conflict?  Some of these ideas and expectations, lack of information, uncertainty about roles with regard to personal differences are. The following are some points that help to deal with conflict are à ¢Ã¢â€š ¬Ã‚ ¢ always work a lot of information. à ¢Ã¢â€š ¬Ã‚ ¢ Facts should primarily focus on. à ¢Ã¢â€š ¬Ã‚ ¢ more than one alternative should be developed. à ¢Ã¢â€š ¬Ã‚ ¢ Everyone should be a goal. à ¢Ã¢â€š ¬Ã‚ ¢ decision process is injecting humor. à ¢Ã¢â€š ¬Ã‚ ¢ resolve issues without forcing consensus. à ¢Ã¢â€š ¬Ã‚ ¢ maintain a balanced structure of power. Power and politics Power is the ability to control the environment.  If they decide he has power and can work.  If an employee has the right without any instructions can work.  Sometimes very empowering for the organization is very important.  An organization where employees empowered, they observed each other, to correct improper procedures are responsible for, in.  Manager quickly empower your employees are led through.  The decision to increase staff discretion is involved.  Millions of employees work the most important decisions that directly affect their work are.  Activities until very recently they only work part of the manager as seen particularly busy.  Due to empower more employees to those companies who know about the problems are most urgent to need to make decisions.  If organizations successfully competing in a dynamic global economy, they make decisions and change is immediately enforceable.  Increased work demands, managers have to deal with peoples empowerment.  When employees are skilled, knowledge and experiences to their work competently and when they want autonomy and internal locus of control property, it can be beneficial. Rapid changes Organizational change because of changes in internal and external environment are for.  These changes in order for the organization must be flexible to adjust. Diverse workforce Problems faced by another organization organizational goals emulation members work in various organizational efforts are coordinated.  Todays diverse workforce organization gender, race, nationality, age and other characteristics in terms that reflect differences in the more heterogeneous are the property.  Organization requires a large labor force more capacity to meet market demand will be.  Employees do not set their cultural values and lifestyle preferences when it comes to work.  The challenge is for managers, so their organization more different lifestyle, family needs, work style and by addressing different groups of people are accommodating.  Smart managers understand that diversity can be an asset because a companys ideas and problem solving skills is a wide and extra help organizations better understand a diverse customer can. Globalization Management is now forced by national borders.  Globalization is the major importance, and certainly the world has become global village.  All sizes and types worldwide organization manager in the world market is facing challenges to work.Manager of environmental factor like this) ranks due to challenges in the face of doing business.  That, to organize effectively plan, control and should lead cultural differences around the world are successfully managed. General barriers in an organization Organization requires a different kind of talent, but sometimes it happens that the organization has expertise but still not working as it should.  In many cases, the administration is not sensitive to change.  Best use of creative enough potential employees are not put.  The main obstacle is lack of vision to prevent the company to complete use of resources is one.  One to identify problems and potential solutions should be.  If manager for success is the ability to identify opportunities for the development of this will be a barrier.  If creative solutions if administration is not able to identify the long term this will be a problem for the organization.  Another problem that hinders organizational development, not all members are able to deal with the changing environment.  Some rules and values of each organization and its members have to follow the rules and values.  All members would be sensitive to change in this business that change is constant everywhere s hould be the member must change. Effective management Effective management is about: candidates with complete knowledge and create space. To increase productivity , more opportunities should be encouraged. In his current role of the workers to staff growth performance . The best staff performance Increased his wife for. Employee empowerment is very popular term, its growth and change for any organization is important.  Empowering employees for the organization leads to the best results.  Business generally agree that empower employees and increase productivity of the organization and its employees are loyal to the organization. Empowered employees provide better products and services When employees have a right to feel that he is powerful and is more confident.  The trust then leads to better products and services.  Organization for the development and empowerment programs to deal with the changing nature is critical.  Improve its performance and employees are the property of their jobs and products and services for our customers will take delivery.  He is the organization where customer interface is the customer service level. Empowered employees are loyal Whatever situation, more employee business owners, do not like the selection, and training is very expensive.  If employees during organizational change based on organizational development and its commitment to ensure loyalty of employees are right there.  Empowered employees take ownership and pride in their jobs when they know that they needed to exercise independent judge can. Empowered employees are productive When employees feel valued and that they considered their decision and management want to hear their ideas, they work harder to prove yourself right.Organizational development programs to help employees to implement measures included calls for.  And this will increase productivity. Empowered employees create good ideas With every employee got some ideas.  They have different skills can be.  If they share their views and their right to manage development and change management decisions can provide important insight.  He regularly using modern methods can get different products.  Really effective organization development and organization change programs are interested, they acknowledge and reward their employees and give feedback on a regular basis. Empowered employees spread the word Organizational pride if they increased staff development and change program will be strong.  The more empowered employees are more satisfied and more likely that the word is how the company will for others are spread.  We Barclays and Lehman Brothers statement further from unity will discuss. Barclays and Lehman Brothers One Global financial services provider Barclays in 2008 to improve its market to U.S. Lehman Brothers acquired.  Major problems had occurred while the overall Business interruption à ¢Ã¢â€š ¬Ã‚ ¢ à ¢Ã¢â€š ¬Ã‚ ¢ customers move to other banks at least à ¢Ã¢â€š ¬Ã‚ ¢ two different business culture Lehman brothers à ¢Ã¢â€š ¬Ã‚ ¢ Motivation of staff Agent as a CAHNGE Effective handling of problems The first step to solve this problem is to identify the cause of the problem.  Sometimes the problem with employees by talking common behavior problems such minor or occasional tardiness, etc. There is a problem coaching manager or with the other employees directly between them work to resolve the issue with employees  What is an agreement by which a solution can be.  With this opinion for employees to improve their performance to provide is the responsibility of leaders.  Coaching requires time and patience and his behavior was a result of employees will. Poor performance Sometimes an employees expertise but still he does not perform well.  The reason he is upset or unsystematic can or is reckless.  This one can be removed through proper guidance.  But if lack of expertise because of poor performance by additional training can be corrected. Job incompatibility Sometimes this happens due to poor performance of the employees that work according to their abilities was not found.  Their skills are not synchronized or assigned to work with are not compatible.  This problem can be resolved through additional training or set them different work. Dirty work Whenever you feel some of the mistakes that employee errors, point made and closely monitoring their work.  It still they have made a mistake, talk to them and being careless or because they do not work properly due to or try to find out.  But all this one must be positive and know how important it is that the company should have employees. Create an effective message Consider the needs of everyone in the organization and design according to your message so that they understand what you are saying can.  Employee performance depends more on your message.  An effective message will have a great effect on the performance of employees.  A face to face talks will be more appropriate to accept change and support staff can do. Listen to your employees Change management is vital to employee feedback.  Encourage your employees by e-mail or the Internet can provide information.  Successful management of change communication on the basis of stone.  You and your initial conversation with most employees need to understand their message. Stakeholders involved in the change process Investors and business partners and suppliers This change management process influenced by investors to gain their capital investment, but with the old policy did not get that much benefit.  So to achieve their goals for change management process include. Bank employees Bank staff involved in change management process and against the change process because by the old policy is used to work on. Customer Customers included in the change process and change is in favor because they want immediate results and innovation in the organization, they want this change process to be affected. Government and NGO Government and non-governmental organizations and the way government organizations from more taxes and profit in an organization is not, then how they take more taxes and duties if other obligations expected to have affected.  On the other hand non-governmental organizations ask for help from organizations.  If they are not in a good position with the lot will affect their departments for the betterment of the organization want the process of change. 8 step change model is KOTTER Only constant is change. Heraclitus, Greek philosopher Max was true two thousand years ago, just as is true today.  We in a world where business as usual is changing lives in.  New initiatives, project-based work, technology improvements, ahead to stay competitive these things together as we continue to work for changes to run. Whether you a small change in one or two steps, or a systemwide change an organization are considered, it seems normal anxiety and fear of the scale of challenge. You need to change it, but you are supplying How to not really know about.  Where do I start?  How do you add?  You saw how to end by? How to change there are many ideas are about.  Many leadership and change management guru, John Kotter start with.  Harvard Business School and one of the worlds leading experts Professor of change, Kotter 1995 in his books eight step change process began, Leading Change.  We changed under the leadership of the eight steps to look at. Step One: Create instant To be changed, it helps if the whole company really want to do it.  Need for change around developing a sense of immediate.  These things help you get the initial transmission can spark enthusiasm. It is not only poor people figures show sales or talk about the matter more competitive.  That with the market and your competition is about a honest and open dialogue at ease.  Many proposed changes if you start talking about the immediate construction, and can feed on itself. What you can: à ¢Ã¢â€š ¬Ã‚ ¢ identify potential hazards, and can be expressed in the future development of the situation. à ¢Ã¢â€š ¬Ã‚ ¢ testing opportunities, or, should be exploited. à ¢Ã¢â€š ¬Ã‚ ¢ honest debate started, and dynamic and at ease talking to people and get to thinking of. à ¢Ã¢â€š ¬Ã‚ ¢ customers, stakeholders and industry people out requested support to strengthen your argument. Two steps: form a powerful alliance Persuade people to change is necessary.  The most strong leadership and key people within your organization expressed by supports.