Evolution and Education :: Science Teaching Argumentative Essays

Development and Education At whatever point different discussions have occurred in parts of the nation with respect to whether development ought to be instructed in schools, I have consistently watched the circumstance with a level of suspicion; neither the parochial training I got in rudimentary and center school nor the government funded instruction I got for secondary school at any point endeavored to discourage us from finding out about advancement, and keeping in mind that none of my classes at any point showed development with as much profundity as Ernst Mayr endeavored to pass on in What Evolution Is, the two frameworks showed it as a reality †one that we underestimated. The discussion on the utilization of advancement in the Georgia educational system at first appeared to me to be an indication of increasingly hostile to development propensities, in spite of the fact that Superintendent Kathy Cox has not remarked on the hypothesis of development itself; the disastrous truth, expressed Cox as her basis, is that 'advancement' has become a disputable trendy expression that could keep some from peru sing the proposed science educational plan (Gross A10). Whatever her own convictions regarding the matter are, notwithstanding, the end of the expression development may give cool solace to the hypothesis' spoilers, yet its general impact is simply to hamper the understudy's comprehension of what advancement involves. Instead of development, Georgia's proposed substitution is natural changes over time; it wants to pass on the significance behind the word without utilizing the word itself (Gross A10). Mayr's own definition is by all accounts rather comparative when he states, Development is change in the properties of populaces of living beings after some time, yet a word communicates more than what a cut word reference definition can permit (Mayr 8). At the point when development is utilized in day by day speech in a non-natural setting, adaption is frequently an implicit yet significant segment of it. In the event that one discusses developing as an individual or advancing in his job as group chief, there is a feeling that one is moving from a less-adjusted state to getting more qualified for whatever it is one does. It suggests that there is an improvement of specific characteristics to be more qualified for the condition an individual may discover oneself in, not just changes after some time for change; while there is to be sure a level of haphazardness in how an animal va rieties may advance (or come to decimation, as the very much adjusted dinosaurs did when a meteor struck and permanently modified the earth), generally the progressions are not so much because of possibility.

VaR Models in Predicting Equity Market Risk

VaR Models in Predicting Equity Market Risk Part 3 Research Design This part speaks to how to apply proposed VaR models in foreseeing value advertise hazard. Fundamentally, the postulation first blueprints the gathered exact information. We next spotlight on confirming suppositions typically occupied with the VaR models and afterward distinguishing whether the information qualities are in accordance with these presumptions through analyzing the watched information. Different VaR models are along these lines talked about, starting with the non-parametric methodology (the recorded reproduction model) and followed by the parametric methodologies under various distributional presumptions of profits and purposefully with the mix of the Cornish-Fisher Expansion procedure. At long last, backtesting procedures are utilized to esteem the exhibition of the proposed VaR models. 3.1. Information The information utilized in the examination are monetary time arrangement that mirror the day by day verifiable value changes for two single value list resources, including the FTSE 100 list of the UK advertise and the SP 500 of the US showcase. Scientifically, rather than utilizing the number juggling return, the paper utilizes the day by day log-returns. The full time frame, which the figurings depend on, extends from 05/06/2002 to 22/06/2009 for each single record. All the more correctly, to actualize the exact test, the period will be isolated independently into two sub-periods: the main arrangement of experimental information, which are utilized to make the parameter estimation, ranges from 05/06/2002 to 31/07/2007. The remainder of the information, which is between 01/08/2007 and 22/06/2009, is utilized for anticipating VaR figures and backtesting. Do note here is that the last stage is actually the current worldwide money related emergency period which started from the August of 2007, drastically crested in the consummation long periods of 2008 and signally decreased altogether in the center of 2009. Thus, the examination will intentionally inspect the precision of the VaR models inside the unpredictable time. 3.1.1. FTSE 100 list The FTSE 100 Index is an offer list of the 100 most profoundly promoted UK organizations recorded on the London Stock Exchange, started on third January 1984. FTSE 100 organizations speak to about 81% of the market capitalisation of the entire London Stock Exchange and become the most broadly utilized UK securities exchange pointer. In the thesis, the full information utilized for the experimental examination comprises of 1782 perceptions (1782 working days) of the UK FTSE 100 list covering the period from 05/06/2002 to 22/06/2009. 3.1.2. SP 500 record The SP 500 is a worth weighted record distributed since 1957 of the costs of 500 huge top regular stocks effectively exchanged the United States. The stocks recorded on the SP 500 are those of enormous openly held organizations that exchange on both of the two biggest American financial exchange organizations, the NYSE Euronext and NASDAQ OMX. After the Dow Jones Industrial Average, the SP 500 is the most broadly followed list of huge top American stocks. The SP 500 alludes not exclusively to the list, yet in addition to the 500 organizations that have their normal stock remembered for the file and subsequently considered as a bellwether for the US economy. Like the FTSE 100, the information for the SP 500 is likewise seen during a similar period with 1775 perceptions (1775 working days). 3.2. Information Analysis For the VaR models, one of the most significant perspectives is presumptions identifying with estimating VaR. This area initially talks about a few VaR suspicions and afterward looks at the gathered experimental information attributes. 3.2.1. Suppositions 3.2.1.1. Typicality supposition Typical appropriation As referenced in the section 2, most VaR models accept that arrival circulation is regularly conveyed with mean of 0 and standard deviation of 1 (see figure 3.1). In any case, the section 2 likewise shows that the real return in the vast majority of past observational examinations doesn't totally keep the standard dissemination. Figure 3.1: Standard Normal Distribution Skewness The skewness is a proportion of asymmetry of the dissemination of the monetary time arrangement around its mean. Regularly information is thought to be evenly conveyed with skewness of 0. A dataset with either a positive or negative slant veers off from the typical appropriation suspicions (see figure 3.2). This can cause parametric methodologies, for example, the Riskmetrics and the symmetric ordinary GARCH(1,1) model under the supposition of standard appropriated returns, to be less viable if resource returns are intensely slanted. The outcome can be an overestimation or underestimation of the VaR esteem contingent upon the slant of the basic resource returns. Figure 3.2: Plot of a positive or negative slant Kurtosis The kurtosis measures the peakedness or levelness of the dissemination of an information test and portrays how focused the profits are around their mean. A high estimation of kurtosis implies that a greater amount of data’s fluctuation originates from outrageous deviations. As such, a high kurtosis implies that the benefits returns comprise of more extraordinary qualities than demonstrated by the ordinary dispersion. This positive abundance kurtosis is, as indicated by Lee and Lee (2000) called leptokurtic and a negative overabundance kurtosis is called platykurtic. The information which is ordinarily conveyed has kurtosis of 3. Figure 3.3: General types of Kurtosis Jarque-Bera Statistic In insights, Jarque-Bera (JB) is a test measurement for testing whether the arrangement is typically conveyed. At the end of the day, the Jarque-Bera test is a decency of-fit proportion of takeoff from ordinariness, in light of the example kurtosis and skewness. The test measurement JB is characterized as: where n is the quantity of perceptions, S is the example skewness, K is the example kurtosis. For enormous example estimates, the test measurement has a Chi-square conveyance with two degrees of opportunity. Enlarged Dickeyâ€Fuller Statistic Enlarged Dickeyâ€Fuller test (ADF) is a test for a unit root in a period arrangement test. It is an increased rendition of the Dickeyâ€Fuller test for a bigger and increasingly confused arrangement of time arrangement models. The ADF measurement utilized in the test is a negative number. The more negative it is, the more grounded the dismissal of the theory that there is a unit root at some degree of certainty. ADF basic qualities: (1%) â€3.4334, (5%) â€2.8627, (10%) â€2.5674. 3.2.1.2. Homoscedasticity presumption Homoscedasticity alludes to the presumption that the reliant variable shows comparable measures of fluctuation over the scope of qualities for an autonomous variable. Figure 3.4: Plot of Homoscedasticity Tragically, the part 2, in view of the past experimental examinations affirmed that the budgetary markets generally experience startling occasions, vulnerabilities in costs (and returns) and display non-consistent fluctuation (Heteroskedasticity). For sure, the unpredictability of monetary resource returns changes after some time, with periods when instability is outstandingly high blended with periods when instability is bizarrely low, to be specific unpredictability bunching. It is one of the broadly stylised realities (stylised factual properties of benefit returns) which are basic to a typical arrangement of budgetary resources. The unpredictability grouping mirrors that high-instability occasions will in general bunch in time. 3.2.1.3. Stationarity supposition As per Cont (2001), the most fundamental essential of any factual investigation of market information is the presence of some measurable properties of the information under examination which stay consistent after some time, if not it is inane to attempt to remember them. One of the speculations identifying with the invariance of measurable properties of the arrival procedure in time is the stationarity. This speculation expect that for any arrangement of time moments ,†¦, and whenever interim the joint circulation of the profits ,†¦, is equivalent to the joint dissemination of profits ,†¦,. The Augmented Dickey-Fuller test, thus, will likewise be utilized to test whether time-arrangement models are precisely to look at the fixed of measurable properties of the arrival. 3.2.1.4. Sequential freedom suspicion There are an enormous number of trial of arbitrariness of the example information. Autocorrelation plots are one regular strategy test for haphazardness. Autocorrelation is the connection between's the profits at the various focuses in time. It is equivalent to ascertaining the relationship between's two diverse time arrangement, then again, actually a similar time arrangement is utilized twice once in its unique structure and once slacked at least one timeframes. The outcomes can extend fromâ +1 to - 1. An autocorrelation ofâ +1 speaks to consummate positive relationship (for example an expansion found in one time arrangement will prompt a proportionate increment in the other time arrangement), while an estimation of - 1 speaks to consummate negative connection (for example an expansion found in one time arrangement brings about a proportionate abatement in the other time arrangement). As far as econometrics, the autocorrelation plot will be inspected dependent on the Ljung-Box Q measurement test. Be that as it may, rather than testing irregularity at each particular slack, it tests the general arbitrariness dependent on various slacks. The Ljung-Box test can be characterized as: where n is the example size,is the example autocorrelation at slack j, and h is the quantity of slacks being tried. The theory of irregularity is dismissed if whereis the percent point capacity of the Chi-square dispersion and the ÃŽ ± is the quantile of the Chi-square circulation with h degrees of opportunity. 3.2.2. Information Characteristics Table 3.1 gives the graphic insights for the FTSE 100 and the SP 500 day by day securities exchange costs and returns. Every day returns are registered as logarithmic value family members: Rt = ln(Pt/pt-1), where Pt is the end day by day cost at time t. Figures 3.5a and 3.5b, 3.6a and 3.6b present the plots of profits and value file after some time. Plus, Figures 3.7a and 3.7b, 3.8a and 3.8b show the blend between the recurrence circulation of the FTSE 100 and the SP 500 day by day return information and an ordinary appropriation bend forced, sp

Is PAWS Real or Just Another Relapse Excuse

Is PAWS Real or Just Another Relapse Excuse Addiction Alcohol Use Withdrawal and Relapse Print Is PAWS Real or Just Another Relapse Excuse? Post Acute Withdrawal Syndrome Blamed for Many Relapses By Buddy T facebook twitter Buddy T is an anonymous writer and founding member of the Online Al-Anon Outreach Committee with decades of experience writing about alcoholism. Learn about our editorial policy Buddy T Medically reviewed by Medically reviewed by Steven Gans, MD on November 26, 2016 Steven Gans, MD is board-certified in psychiatry and is an active supervisor, teacher, and mentor at Massachusetts General Hospital. Learn about our Medical Review Board Steven Gans, MD Updated on June 04, 2019 Sleep Disturbance Is a Symptom of PAWS. © Getty Images More in Addiction Alcohol Use Withdrawal and Relapse Binge Drinking Children of Alcoholics Drunk Driving Addictive Behaviors Drug Use Nicotine Use Coping and Recovery Post-acute  withdrawal syndrome (PAWS) has been cited for many years by members of the recovery community as a major cause of relapse for those who are trying to remain clean and sober. After recovering alcoholics and addicts get past the stress and severity of the initial acute withdrawal symptoms of early abstinence, some experts say, another group of symptoms comes along that are uncomfortable or aggravating enough to prompt some to relapse merely to relieve those nagging symptoms. But, the phenomenon also known as protracted withdrawal syndrome or simply prolonged withdrawal is not without some controversy. PAWS is not an official medical diagnosis and its not found in the Diagnostic and Statistical Manual of Mental Disorders. There are very few published scientific research studies that even confirm the existence of PAWS and there is a particular lack of any recent research about post-acute withdrawal. Controversy The shortage of scientific evidence and the exclusion from the diagnostic manuals of the syndrome has caused some confusion in the mainstream medical community as to whether PAWS is a real phenomenon, or simply a popular excuse for a relapse. Others have questioned if the so-called syndrome actually exists or is an invention of the professional alcohol and drug treatment industry to try to justify a need for their long-term services. For those who have experienced the unexpected symptoms of PAWS, however, post-acute withdrawal syndrome is indeed very real. How to Recognize Signs That Can Lead to a Drug or Alcohol Relapse Parameters One study was specifically conducted to determine if PAWS should be included in the DSM-IV. After a review of the existing literature at the time, Satel and colleagues at Yale University School of Medicine concluded that the diagnosis should not be included. But, the Yale scientists came to that conclusion, not because the syndrome does not exist, but because of methodologic limitations of the studies and lack of consensus definition of the term itself. Studies that did consistently describe symptoms extending beyond acute withdrawal failed to conclusively demonstrate protracted withdrawal from alcohol and opiates because they did not: Do multiple time-point samplingUse standardize instrumentsUse control groupsRe-administer the substance to suppress the symptoms While methodological issues may have excluded PAWS from the DSM, there is research suggesting that the syndrome exists and can contribute to relapse. Research Although few studies over the years have agreed on the exact definition and parameters of protracted withdrawal, some investigators have documented some of the symptoms associated with the syndrome. One German study found that long-term alcohol use tends to inhibit the effects of certain chemicals in the brain (atrial natriuretic peptide) and those effects remain diminished weeks after abstinence. This resulted in an increased craving for alcohol and increased feelings of anxiety during protracted withdrawal. A long-term study at Johns Hopkins University of 312 abstinent alcoholics found that some of the more demoralizing symptoms of withdrawalâ€"guilt, depression, interpersonal sensitivityâ€"decreased progressively with prolonged abstinence, but in some cases could take 10 years to return to normal levels. Authors of the Johns Hopkins study concluded that their findings were consistent with the concept of a protracted withdrawal syndrome. Why Post-Acute Withdrawal Syndrome Can Be a Barrier to Recovery Causes As the symptoms of acute withdrawal in early abstinence begin to diminish and stabilize, the symptoms of post acute withdrawal begin to appear, usually between seven and 14 days into sobriety. Long-term alcohol and drug use can cause chemical changes in the brain. When someone suddenly stops using, the brain must re-adjust to being without those substances. How long this adjustment lasts can depend on how much damage prolonged substance abuse did to the bodys nervous system. The process of the brain adjusting to being without drugs or alcohol can be aggravated by the stress of trying to maintain abstinence after years of drinking or doing drugs. Because many people in recovery used alcohol and drugs to deal with stress in the past, any stress they experience while trying to remain sober can make their protracted withdrawal symptoms worse. Recovery experts believe the severity of post-acute withdrawal symptoms depend on upon two factors: the amount of damage alcohol and drug use did to the nervous system over the years and the amount of stress the person experiences during recovery. Symptoms People who experience post-acute withdrawal syndrome describe the symptoms as coming in waves or being on an emotional roller coaster of ups and downs. Recovering alcoholics and addicts, weeks into abstinence, report having these kinds of symptoms: Unstable and Unpredictable Moods: One of the most common symptoms reported by people suffering from PAWS are mood swings or unpredictable changes in their mood. They report sudden feelings of overwhelming depression without any reason or provocation, while later experiencing excited bouts of anxiety or agitation. Anhedonia: Anhedonia is losing interest in things that you previously enjoyed doing, sometimes described as having your ability to feel pleasure turned off. In extreme cases, anhedonia can extend to losing interest is pursuing basic needs, like eating. Intensified Emotions or Feelings of Numbness: This symptom can vary widely in recovering individuals. Many tend to overreact. Sometimes they can become overly excited and excessively angry over small matters, then go into a stage of not feeling any emotions at all. Some describe it as being empty or numb inside. Inability to Concentrate or Think Clearly: People experiencing protracted withdrawal will many times not have the ability to solve even simple problems due to their inability to think clearly. They report difficulty concentrating and sometimes its because they find it hard to think about anything but the fact that they are not drinking or using drugs. Rigid or repetitive thinking is also common. Poor Coordination and Clumsiness: This symptom is not as common as some symptoms of PAWS, but it is a serious one. Some people  in protracted withdrawal experience dizziness, slow reflexes, coordination problems and trouble with balance. People who experience stumbling and clumsiness during prolonged withdrawal can appear to be intoxicated when they are in fact abstinent. Sleep Disturbances: Probably the PAWS symptoms most responsible for relapses are those related to sleep disturbances. Not only do they find it difficult to fall asleep, but they will also find their sleep is interrupted. Many report having their sleep disturbed when they wake up after having a using dream in which they used alcohol or drugs. Strong Cravings: This, of course, is another reason that many trying to quit decide to relapse. Even after weeksâ€"and sometimes yearsâ€"of abstinence, people in recovery can suddenly experience strong cravings for their drug of choice. Increased Sensitivity to Stress: One unexpected protracted withdrawal symptoms for many recovering addicts is an increased sensitivity to stress and stressful events. Some report that they not only more easily stressed, but can become overwhelmed by even slightly stressful situations. Treatment experts believe that this hypersensitivity to stress can exacerbate all the other post-acute withdrawal symptoms. Signals of a Mood Disorder It is important to note that several of the symptoms of PAWS described aboveâ€"such as unstable moods, anhedonia, impaired concentration, and sleep disturbancesâ€"may also reflect a mood disorder like major depression. Mood disorders can often co-occur with substance use. If these symptoms persist, are severe, and particularly if they are accompanied by suicidal thoughts, a psychiatric evaluation should be sought. Coping Although information about post acute withdrawal is somewhat sparse in the scientific literature, it is well documented in the recovery community. Those who treat withdrawal symptoms and try to prevent relapse are very familiar with prolonged withdrawal. If you have gone through a professional treatment program or have been a member of a support group such as Alcoholics Anonymous in the past 20 years, you have probably heard a lot about post acute withdrawal syndrome. Best-selling author and internationally recognized substance abuse expert Terrence T. Terry Gorski literally wrote the book on post-acute withdrawal. His book, Staying Sober: A Guide for Relapse Prevention (buy it on Amazon) not only describes the syndrome in detail but outlines ways recovering people can cope with PAWS. Education: According to Gorski, the key to not letting protracted withdrawal symptoms result in a relapse is to educate yourself about the symptoms so that you know what to expect, prepare yourself to deal with each symptom as it arises, and develop a plan for handling stress without drugs and alcohol. Conditions that put you at high risk of experiencing post-acute withdrawal symptoms are usually lack of care of yourself and lack of attention to your recovery program, Gorski wrote. If you are going to recover without relapse you need to be aware of stressful situations in your life that can increase your risk of experiencing PAWS. Stress Management: Since you cannot remove yourself from all stressful situations you need to prepare yourself to handle them when they occur. It is not the situation that makes you go to pieces; it is your reaction to the situation, Gorski said. Bob Carty, director of clinical services at Hazelden in Chicago, agrees that knowing what the protracted withdrawal symptoms are is important to learn how to manage them. Successful management of your alcohol or drug withdrawal symptoms will help you feel better physically and emotionally, improve your self-esteem, and reduce your risk of relapse, Carty says on the Hazelden Betty Ford website. Symptoms  Management: Because stress can make PAWS symptom more intense, learning to manage stress can help you control your post-acute withdrawal symptoms, Gorski said. Tips for Managing PAWS Symptoms According to Staying Sober these are tools that you can use to control withdrawal symptoms:Identify your sources of stressDevelop decision-making and problem-solving skillsMaintain a proper dietExercise regularlyDevelop regular habitsKeep a positive attitudeLearn relaxation skills Both Gorski and Carty agree that talking about your symptoms and stress triggers with someone you trust, such as a counselor or an A.A. sponsor, can help you cope with prolonged withdrawal. Telling others about what you are experiencing can help you see the situation more realistically. Duration Some people who quit alcohol and drugs never experience post-acute withdrawal symptoms at all, while others can still face some symptoms years into abstinence. The amount of time the symptoms can last can also depend on the type of drug from which you are withdrawing. Recovery experts say that patients abstaining from alcohol and opiate-based painkillers will typically experience post-acute withdrawal from six to 24 months. However, there are reports of people abstaining from benzodiazepines who can experience some symptoms 10 years later. The symptoms of PAWS typically grow to peak intensity over three to six months after abstinence begins, Gorski said. The damage is usually reversible, meaning the major symptoms go away in time if proper treatment is received. So there is no need to fear. Help for Post-Acute Withdrawal Syndrome

A Look At The Photo And Video Images From The Vietnam War

A look at the photo and video images from the Vietnam War reveals a confusing picture. On the one hand, there are South Vietnamese soldiers, members of the Army of the Republic of Vietnam (ARVN), cheerfully working with American troops and often commanded by American ‘advisors.’ In contrast, other South Vietnamese men and women attacked any Americans that they found vulnerable; these were the Vietcong, the freedom army that fought in alliance with North Vietnam for ‘liberation’ of the South from ‘imperialism.’ So, the War in South Vietnam was politically a complex one, with many opposing factors and interests. In consequence, the relationship between the South Vietnamese people and the American population in the country was a complex†¦show more content†¦The Vietnamese people fought a bitter war to free themselves from French imperial rule, and saw the war end with the division of the country into the Communist North and the free South. Later, when American people came to Vietnam in large numbers, the Vietnamese saw rich, technologically advanced white people intruding into their country. They saw another version of the French, another white imperialist, and this contributed to feelings of resentment against the Americans that they encountered. In addition, the average South Vietnamese person had a longing for the reunification of Vietnam, for the joining of North and South. Since the North was fighting for the reunification of the country (under its rule) many South Vietnamese sided with the North, for the sake of reunification. Others sided with the North for the communization of the South. Some sided with the North for both reasons. These people opposed the American presence, and thought to harm any American that they saw, for the simple reason that the policy of America was to prevent both communization and reunification with the North. Those who felt most strongly about reunification or communization, or both , joined the Vietcong, a freedom organization that among other things killed as many Americans --- civilian or military --- that they could. On the other hand, many South Vietnamese feared communist rule, and did not want reunification with the North at the price of being communized and ruled by a

Affect vs.Effect How to Choose the Right Word

The words affect and effect are often confused because they sound alike and have related meanings, although theyre used differently. In most cases, affect is a verb and effect is a noun. How to Use Affect As a verb, affect has several meanings. The first and most common is, to influence, create a change, or alter something or someone. Affect also means to pretend to feel something (to affect sadness). In its original sense in Middle French, affecter meant to have a sad or unfortunate impression on, and when affect stands unmodified, it does typically mean to sadden. In psychology and psychiatry, the term affect (with stress on the first syllable) is also a noun with the technical meaning an expressed or observed emotional response. However, this term seldom appears in nontechnical writing. How to Use Effect Effect, on the other hand, is usually a noun meaning the result or consequence of some action or event. The noun effect also means something thats intended to create a particular impression or feeling, as in the effect of flying. And it can mean to make operative, as in the law will take effect in January 2022, as well as to have an operative influence on, as its used in side effect or aftereffect. In addition, it may function as part of a well-established compound noun such as Doppler effect or greenhouse effect. The main confusion happens when effect is used as a verb, meaning to cause. The difference is the strength of the verbs: to affect change means to have an impact on change, while to effect change means to create it. Examples The following are examples of when you might use the verb affect to mean influence: The heat affected my ability to think clearly.The sportsman was not affected by the crowds booing in the stadium.Adverse publicity affected the outcome of the election.Volcanoes can temporarily affect the quality of the atmosphere. Affect can also mean to put on or assume: Jane affected disdain for Pavel that she did not, in fact, feel.When you attend parties at the White House, you should affect an air of cool sophistication. Use the noun effect to describe an outcome or result: The extreme heat had a devastating effect on my garden.The effects of the Black Death included the reduction of the population of Europe.One side effect of the medication is drowsiness. Use the verb effect to mean to create, make happen or bring about: If you want to effect change in Washington, you have to vote.It is time to effect  a revolution in table manners.It looks to me as if we have effected a tactical surprise. How to Remember the Difference The main difference between the most common uses of affect and effect is the part of speech. As Brian Klems points out in a Writers Digest column, affect is an action, and both words begin with an a; an effect is the end result of an action, and both begin with an e. Sources Affect; effect. The Chicago Manual of Style. 16th ed., University of Chicago Press, 2010, p. 264.Fogarty, Mignon. Affect Versus Effect. Grammar Girls 101 Misused Words Youll Never Confuse Again. New York: St. Martins Griffin, 2011. p. 12.Klems, Brian A. Affect vs. Effect. The Writers Dig, 22 Jan. 2013.

The Impact of Technology in Developing Effective Teamwork...

Developing Effective Teamwork in Organizations: Teamwork is one of the most important elements for the effectiveness of an organization in achieving its goals because people are an essential building block of total quality management within the organization. Actually, the main responsibility of the achievement of quality lies with the individual or group carrying out the organizational activities and processes. The importance of teamwork in an organization is evident in the fact that the complexity of organizational processes requires individuals and groups to tackle the activities efficiently. However, teamwork in an organization is achieved through proper strategies, mechanisms, and structure that are implemented carefully and efficiently. For instance, effective teamwork requires employees to engage in organizational processes with the commitment from senior managers. Nature of Groups and Group Behavior within Organizations: Organizations are usually characterized by different groups who interact in a way that every individual plays a significant role in the achievement of the goals and aims of the organization. Groups are established in an organization for several purposes including helping the organization to achieve important tasks and promoting the maintenance of high-quality workforce through satisfying the needs of the members (McCuddy, 2003, p.4). Notably, these groups are generally divided into two major categories i.e. formal and informal groups that areShow MoreRelatedA New Enterprise Resource Planning System1627 Words   |  7 Pagesregard to the organization as a whole, as opposed to smaller changes within an organization, such as adding a new person or adapting a new program. 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Federalism in America and India free essay sample

Thereby both countries had attained dominion status in which a number of smaller states had got affiliated forming a union with a strong central government that came to be called as Federal Government in the US and Central Government in India. Thus both states became Federal Republics. While framing the Indian constitution, its drafting committee headed by Dr. Ambedkar, had borrowed many salient features from various constitutions in the world including US but adopted them in the Indian context. Hence, both U. S and India, despite being federal in structure have many similarities and differences between them. Similarities between US and India:- 1) Written constitution:- Both US and India have a written constitution based on which the federal political structure has been set up and both federal governments are functioning. Both constitutions have provisions for amending the constitution to meet the growing socio, political and economic needs and demands of their respective countries. 2) Bill of Rights and Fundamental Rights:- The US constitution has ensured the fundamental rights of its citizens like right to equality, freedom, right against exploitation, freedom of religion, cultural and educational rights, right to property, and right to constitutional remedies etc through ‘The Bill of Rights’,. They became part and parcel of the US constitution through first ten amendments that were carried out and adopted into the US constitution. The Indian constitution has guaranteed the fundamental rights of the people through articles 14 to 34 in Part III. ) Supremacy of the Federal or Union Government:- Both countries have federal governments at the centre in which various states have acceeded to. In the US as many as 50 states have joined the federal government and in the Indian Union as many as 29 states and 8 Union territories have acceeded to. Both in US and India, states which have acceeded to the Federal set up have no unilateral power to secede from the Federal Government or the Union Governme nt. While Federal Government or the Union Government as well as the states are empowered to enact laws on a particular subject,(known as concurrent powers),the law enacted by the Federal or Union Government will have overriding effect over the law enacted by the states on the same subject. Thus Federal or Union Government is supreme in the present federal structure. 4) Division of Labor and Separation of Powers:- Adhering to Montesquieus theory of division of labor and separation of powers, both US and Indian constitutions have three basic divisions with regard to division of labor and power in their federal set up known as executive, legislature and judiciary with clear cut ‘Separation of Powers’ Each division has been entrusted with a separate power. The executive governs the country, the legislature enacts laws and the judiciary administers justice. President of US is the chief executive head of US, whereas the Union cabinet headed by the Prime Minister is the real chief executive body in India. Both US and India have a bicameral legislature. US legislature has an upper and lower house known as the House of Senate and the House of Representatives respectively and the Indian Parliament has Lok Sabha and Rajya Sabha as its Lower and Upper house respectively. Both US and India have a well organized judiciary, having the Supreme Court or the Federal Court as the apex court and a number of other courts in various states to administer original and appellate jurisdictions. 5)Powers of Checks and Balances:- Though there exists a clear cut division of labor known as separation of powers into executive, legislature and judiciary in both countries, still there is a threat. to democracy. A strong and dynamic leadership at the helm of powers as the executive and acting with unlimited powers may lead to arbitrariness. After all power corrupts power; absolute power corrupts absolutely; in the result democracy may become a laughing stock and virtually unworkable. Hence, in order to prevent unwieldy growth of any one of these three divisions, a fantastic mechanism known as powers of ‘checks and balances’ has been maintained in both countries. In other words, each division of power is somehow or other checked and controlled by other divisions of power. In the US, the President as the chief executive power appoints his members of ‘Kitchen Cabinet’ and he is the Supreme Commander-in-Chief of Army,Navy and the Air Force. He appoints the Chief Justice of the Supreme Court of the US. He enters into treaties with other countries. However, his treaties must be approved by the House of Senate. Otherwise, the treaty will not come into force. Though President Woodrow Wilson was the chief architect of the League of Nations that came into being after the first world war,US could not become a member of it since the House of Senate did not approve it. Thus important policy decisions must be necessarily approved by the House of Senate, which definitely acts as a check on the powers of US President, who is the head of the executive. Similarly laws enacted by both houses may be subjected to the power of Judicial Review and can be declared null and void by the judiciary. The President can be impeached and removed from power on the motion moved by the House of Senate in the presence of the Chief Justice of the Supreme Court of the US. Similarly in India, the Prime Minister and his cabinet can be removed from power by a successful no confidence motion passed by both houses of parliament. The important policy decisions taken by the cabinet headed by the Prime Minister, if necessary has to be enacted into laws only with the requisite majority of the parliament. The laws enacted by the parliament. re subject to the judicial review of the Supreme Cour of India. The Chief Justice and other Judges of the Supreme Court are appointed by the President as recommended by the cabinet and the Prime Minister. Thus the powers of checks and balances have been the effective mechanism both in the US and in India in safeguarding the democracy in both countries. Differences between the federalisms of US and India:- The differences that exist between the federalisms of US and India are unique. These differences have been wantonly created by the architects of the Indian constitution. The US federalism is very strong and more rigid as envisaged in their constitution by its leaders. It is more federal than unitary. in character. Whereas, India is more unitary than federal and we can even say that it is a quasi-federal state. 1) The Constitution of US is very rigid than the Indian Constitution:- i)The constitution of US is very brief and rigid running into only a few pages, whereas the constitution of India is very voluminous containing as many as XXII parts, 395 articles and ten schedules. Since the US constitution is very rigid, the provisions meant for amending the constitution are also very rigid and more formal. The last amendment carried out in the US constitution was in the year 1992. Between the period 1989 and 1992, the US constitution has been amended only 27 times, in which the 21 st amendment was to reverse the 18 th amendment Whereas, the Indian constitution which came into force in the year 1950, has so far been amended 94 times. Therefore, it is easy to amend the Indian constitution, since it involves four different types of procedures which are comparatively easy than the amending procedure of the US constitution. For example, recently, the salaries and allowances of the Indian MPs have been hiked through a voice vote of the members of the Indian Parliament, whereas in the US, the 27 th amendment originally proposed on 25th September, 1789, was ratified on May 7 th, 1992, regulating the provision for varying the compensation of the members of the House of Senate and Representatives. i) In the US, though there is a Federal Constitution, all the states affiliated with the Federal Government,owing their allegiance to the Federal Constitution, have their own constitutions to regulate their own governance. In India, all the states affiliated with the Indian Union owe their allegiance only to the Indian constitution and do not have their own constitution; however, each state is empowered to enact its own laws inc luded in the state as well as in the concurrent list of the constitution. ) While US has the Presidential form of Government, India has the Parliamentary form of Government:- In the US, the President is the head of the state and so his government is invariably mentioned as the Presidential form of government or democracy; In India, the President is only a nominal head or titular sovereign power;( dejure sovereign),whereas the Prime Minister and his cabinet is the defacto or popular sovereign in whom the real power exists. In the US, the President is popularly elected ,besides chosen through an electoral college. However, nominating a candidate for ontesting the Presidential election by a political party in the US is a cumbersome process. This process is comparatively simpler than the Indian system of forming the cabinet and electing the Prime Minister from a party which enjoys a majority of elected members of the Lok Sabha. While the US follows the bi-party system, India has a multi -party system and a complicated process of election. While the US President holds power for a period of 4 years,while the Indian Prime Minister holds power for five years as long as his political party enjoys majority in the Lok Sabha. However, the US President irrespective of his affiliation with a political party, Republican or Democrat and irrespective of his party’s success or failure in the elections for the House of Representatives or the House of Senate, holds power for his full tenure. A person in the US can hold the post of President only for two terms, whereas, in India there is no such restriction to hold the post of a Prime Minister or President. For example, Nehru was the Prime Minister of India between 1947 and 1964 for a period of 17 years. The Indian cabinet and the Prime Minister are collectively and directly responsible and answerable to the parliament and indirectly to the people, whereas, the US President has constitutional obligations and duties and of course answerable to the people. For the dereliction of duty and blunder committed by a cabinet minister in India, the Prime Minister and his entire cabinet colleagues are liable,responsible and answerable, because they have collective responsibilities. 3) Differences between the legislatures of US and India:- In India, the lower house or the Lok Sabha is more powerful and its members are directly elected by the people and the members of the Upper house or Rajya Sabha are indirectly elected every two years. The Lok Sabha members represent their constituencies on the basis of their population strength; In the US, the House of Representatives are elected on the basis of the population strength of a state, but irrespective of the size of the state or its population, each state in the US has only two senate members, totaling 100 members in all in the US. While the Lok Sabha or the lower house is more powerful in India, the House of Senate or the upper house is more powerful in the US. While a Senate member in the US is directly elected, a Rajya Sabha member in India is indirectly elected by a system of proportional and transferable voting system. 4) Differences in the judicial system between US and India:- While the US has an advanced judicial system, India has a rapidly developing judicial system. An accused or a witness in the US can depose from the place where he is imprisoned, thereby avoiding unnecessary travel all the way from Chicago or Los Angels to New York using the advanced technology. Such facilities are yet to develop in India. While a Judge in the US can hold his post for life as long as he enjoys his good health, in India it is slightly different. A District judge unless elevated retires at the age of 58, a High Court and a Supreme court Judge retires at the age of 65. Thus both the US and the Indian Federalism despite having limitations are by and large successful.

Zara Marketing Plan Essay Example

Zara Marketing Plan Essay General introduction (including a concise consumers and category market/ trend overview) Entry mode -The suitable mode of entry for Zara to enter the clothing industry in Vietnam is franchising. -As Vietnam’s joint venture regulations are strict; the Vietnamese investors must own at least 51% of the enterprise’s capital. This will create some difficulties to Zara in term of controlling the business. Therefore, franchising is more suitable because the mode of entry is suitable for entering a small country and subject to significant cultural differences from Zara’s home base (Spain) as Vietnam. -In term of financial, franchising creates another source of income for Zara, through payment of franchise fees, royalty and levies in addition to the possibility of sourcing private label products to franchisees. In term of strategic, franchising can be Zara’s mean of spreading risk by multiplying the number of locations through the franchisees’ investment. SW OT analysis Market segmentation and targeting Segmenting and Targeting the market* -Zara’s target customers are paying attention in high trends and want to have the latest fashion trends. -Geography, demographic, psychographic, benefits, and usage rate are the main bases for segmenting consumer markets. -Demographic segmentation plays a big role for Zara. It includes gender, age, ethical norms, and family life cycle. -Zaras target market is mostly women and fewer men. Zara designs more clothing for women. -It is focused on people of different age, including generation X and Y. Those who earn enough money and are able to buy clothes from Zara shops. Positioning the company* -INDITEX currently runs 5154 stores segmented into eight branded chains: its flagship brand Zara5, Pull amp; Bear, Massimo Dutti, Bershka, Stradivarius, Oysho, Zara Home and Uterque. Zara has positioned its brand to deliver the latest fashion, well made, at a price that makes it attainable by millions of people. -ZARA is positioned more fashionable compare to its competitors but surprisingly with a relatively low price behaviour. Estimate market share Marketing objectives Set marketing objectives* *  · Fast lead time – differentiating the design, manufacturing and distribution progression keep costs down by keeping stocks low products are available on the shopping floor and regularly replaced, given the short life of items *  · Fast fashion – used information technologies and groups of designers through point of sale system into what the shops sell as their feedback is sent back to the head office *  · Brand name more well-known – international expansion (stores, distribution centres) *  · To deliver the right product, so that make sure meet the needs and expectations of specific target customer segment *  · Provide quality clothing and customer service at a reasonable price Marketing mix strategies According to Kotler, Keller and Burton (2009), marketing mix strategy is required to expand the segment positioning strategy, which includes all aspects such as product, price, promotion and place. Zara sells a largely homogeneous product for a global market (Flavian and Polo, 2000). Nevertheless, there are some adjustments in its marketing mix because of the customer’s size differences in Asian countries (Monllor, 2001). What differentiates Zara’s business model from that of its competitors is the turnaround time, and the store as a source of information. Zara’s strategies like just-in-time manufacturing, delivery and sales, flexible structure, low inventory rule, quick response policy and advanced information technology enable a quick response to customer’s changing demands (Castellano, 1993, 2002) Product and Brand Strategy Brand strategy raised its brand awareness by adopting several new brand strategies, for example, offering ultimate fashion at a low cost. educate this market and influences consumer shopping habits (Blanco and Salgado, 2004) to achieve the word of mouth throughout consumers and build positive brand equity. use social media such as YouTube, Facebook, and Twitter as a good communication channel to its consumers and a tool to develop brand community. not only focuses on customers but also its employs by applying internal branding, which prods its staff to better understanding, managing and delivering Zara brand. Product strategy Product strategy is one of key elements of a brand strategy that leads to the success of a brand strategy. create its culture to customers: â€Å"you better get it today because you might not find it tomorrow† by leaving large areas empty in its expensive retail shops and encouraging occasional stock-outs. gathering information to make the decisions on garments sold in all the markets where Zara operates (Bonache and Cervino, 1996). store managers decide the specific garments that will be put on display in the store to meet the customer’s taste in that area (Fabrega, 2004). launch new features with high quality standard differentiate its products to meet customer’s requirement and needs: product production and delivery in fifteen days; Changes of an existing garment can be put on display within two weeks; manufactures its â€Å"live collections†; lauching 11,000 new items every year (Ghemawat and Nueno, 2003). Service strategy* * Physical evidences Evidence is a product help consumers understand our product. It is not di rectly involved in consumer buying them, but it can influence consumer behavior. * Process This is the service process when customers entry into Zara store, including after-sales service * People The salespersons in our shop have a good and professional level of service. This is the most direct task that to improve satisfaction with consumers. * Customer Information Analysis and Reporting point of sale system: using data gathered through these chat transactions, feedback Pricing strategy set the price for its products =gt; marketers and product line managers do/buy research reports + to have a better understanding of Vietnamese expenses and its target consumer psychology + to get reference prices of existing competitors in this market. significant growth in brand awareness and fashion consciousness a high demand in fashion industry, especially on quality clothes, whose sales are projected to grow around 15% by the end of 2012. 1 According to consumer behavior, it is shown in graph below that Vietnamese consumers spent 13. 9% of their incomes on clothes. (An image about Vietnamese expenses will be inserted here) Source: Vinaresearch Company (2012)) (RNCOS research report (2012), Vietnam Retail Analysis (2008-2012) ) Zara prices in international markets are generally higher due to longer distribution channels (Ghemawat and Nueno, 2003) can affect its positioning in those countries and therefore, its brand image (Ghemawat and Nueno, 2003). focus on providing fashionable clothes for teenagers and office people with an average and higher income. â€Å"Zara prices are based on comparables within the target market, subject to covering costs plus a target margin† the prices are estimated to be reasonably and affordable to these target customers. create deals by offering few pieces from the same collection as a batch for a lower price. Distribution Strategy Distribution is the main point of marketing strategy of company, including market logistics, online stores and physical stores retailers. Market logistics Zara has its own centralized distribution system Zara can open a distribution or satellite centers in Vietnam, where it is easier to deliver its products not only inside Vietnam but also China, Thailand, Singapore and other Asian countries around. open shops in big cities in Vietnam such as Ho Chi Minh City, Ha Noi, Da Nang, apply local sales program and pricing strategy to gain some advantages. Online Channel Zara sells its products via online shops at www. zara. com and launches application on IPhone to let browsers search through the latest information regarding new collections. build Zara Vietnamese website with Vietnam Dong only price, promotions, and so on, and restrict Zara website to deliver the products to Vietnam.. Retailing and stores Zara believes that its shop windows, the contents of which are also decided in La Corua are all the advertising it needs. Its promoting and advertising tool mainly bases on wordâ₠¬â„¢s mouth. + Vietnam: focus on choosing high population, many offices, universities and traffic areas such as District 1, 3 or Tan Binh District in Ho Chi Minh, commercial city, for settling its flagship stores. arrange its shops in prestigious districts neighboring other high clothing manufacturers, which establishes the recognition faster in the market. Globally, Zara standardises the key strategic elements, namely the location, window display, interior design, store layout, store display rotation, customer service, information systems and logistics. We will write a custom essay sample on Zara Marketing Plan specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Zara Marketing Plan specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Zara Marketing Plan specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The rest of the elements are customised to the market to suit local preferences (Fabrega, 2004). + Vietnam: offer fresh assortments of designer-style garments and accessories—shoes, bags, scarves, jewelry and, more recently, toiletries and cosmetics—for relatively low prices in sophisticated stores in its prime locations to draw masses of fashion-conscious repeat customers. recruit employees locally to get a better understanding of the local market preferences (Martinez, 1997). Promotional mix (IMC), strategy and rationale* * Advertising (advertising budget) Unlike other fashion retailers, Zara only use 0. %, but impressive brand awareness around the world. The company believes that its shop windows, the contents of which are also decided in La Corufia, are all the advertising it needs. The companys success has achieved without any advertising or promotion and without outsourcing it’s manufacturing to low labor cost countries * Promotion Strategy Promotion will be primarily outdoor advertising, radio, and TV With Zara’s promotion we will compare results, analyze, track responses, and measure profitability to insure their promotions are profitable Zara will implement pull strategy in order to build consumer awareness and demand. The designers who are close to the consumer are effectively taking over forecasting duties, so that pulling the products through the supply chain (Jose, 2010). As Pearson (2010) mentioned, pull view is executed in response to a customer order, the demand is known with certainty, and as reactive processes that react to customer demand. Pull approach enables Zara to produce only what are women and men real required with right price, in the correct quantity and at the correct time. Implementation plan and measurement tools Product One of the greatest issues to face and overcome is how to make potential consumers. Place Choose a great place for advertisers to inform people with latest information of products. Price Compare Zara and Hamp;M Table Promotion The promotion is the key to gain distribution in the market by encouraging trial of Zara products. * Research and Development Aim 1) Identify and create products amp; services that are need in the market 2) Get feedbacks from the other companies Objective ) Complete identifying products and services 2) Develop platform Strategies 1) Assigning new tasks to employees 2) To form a questionnaire to do a research on the market 3) To compile and analysis the result of the questionnaire Implementation Plan Task| AssignedPersonnel| Given TimeFrame| Date CompletedBy| Look out for innovative products (if applicable)| | | | Forming a questionnaire| | | | Send out the questionnaire| | | | Compile and analysis the result of the questionnaire| | | | * Sales and Marketing Department Goal 1) To successfully market the product to the global market and by giving each type of product individuality, zara focus on the strengths that the product has. 2) To return customers make up for a lot of income. Objective 1) Increase our sales figures. 2) Meet with customers often to establish a good relationship. Strategies 1) Sales Offer discounts to customers. Offer promotion deal. 2) Marketing Assign a product to each member of the group to take responsibility for coming up with original ideas to promote the products. Final ideas should have a strong impact on customers at first sight. Advertising Work with IT Department to market the product successfully on the Internet. Market research Frequent surveys, questionnaires, etc. Under Promise, Over Deliver Implementation Plan Task| Personnel and Departments Involved| Time Allocated for Task| Date to be Completed By| Communicate with customers to find out about their general happiness with the products. | | | | Coming up with ideas to promote the products| | | | Working with the Research Dept. to analyse the results. | | | Drawing up advertisements to hand in to IT department| | | | Implement the ideas| | | | Introduce promotion deals to customers| | | | Conclusion and strategic recommendations Tokatli, Nebahat; Journal of Economic Geography, January 2008, v. 8, iss. 1, pp. 21-38 Caro, Felipe; Gallien, Jeremie; Operations Research, November-December 2012, v. 60, iss. 6, pp. 1404-22 Philip Kotler, Kelvin Lane Keller. (2012). Chapter 9 Creating Brand Equity. Marketing management. England: Person Education. Simchi-Levi, D. , Kaminsky, P. , Simchi-Levi, E. 2008), chapter 9 Procurement and out-sourcing strategies, Designing and Managing the Supply Chain, 3rd edition, US: McGraw-Hill Irwin Kasra Ferdows; Michael A. Lewis, Jose A. D. Machuca (2004). Rapid-Fire Fulfillment. Harvard Business Review; Nov2004, Vol. 82 Issue 11, p104-110 Carmen Lopez, Ying Fan, (2009) Internationalisation of the Spanish fashion brand Zara, Journal of Fashion Marketing and Management, Vol. 13 Iss: 2, pp. 279 – 296 Castellano, J. M. (1993), â€Å"Una ventaja competitiva: el factor tiempo. El caso Inditex-Zara†, Papeles de Economia Espan? ola, Vol. 56, pp. 402-4. Castellano, J. M. (2002), â€Å"El proceso de internacionalizacion de Inditex†, Informacion Comercial Espan? ola, Vol. 799, pp. 209-17. (The) Economist (2005), â€Å"The future of fast fashion†, The Economist, available at: http://www. economist. com/node/4086117 (accessed 13 May 2013). Ghemawat, P. and Nueno, J. L. (2003), Zara: Fast Fashion, Case No. 703-497, Harvard Business School Press, Cambridge, MA. Flavian, C. and Polo, Y. (2000), Inditex (1994-1999), in Munuera, J. L. and Rodriguez, A. I. , Estrategias de marketing para un crecimiento rentable. Casos practicos, ESIC, Madrid, pp. 33-161. Monllor, C. (2001), Zarapolis. La historia secreta de un imperio de la moda, Ediciones del Bronce, Barcelona. Bonache, J. and Cervino, J. (1996), Caso Zara: el tejido internacional, in Duran, J. J. , Multinacionales espanolas I. Algunos casos relevantes, Piramide, Madrid, pp. 51-86. Fabrega, F. (2004), Zara. El modelo de negocio de Inditex, Claves de gestion, Madrid. Martinez, J . A. (1997), Jose Maria Castellano, Economistas, 73, pp. 118-126. Ghemawar, P. and Nueno, J. L. (2003), Zara: Fast Fashion, Harvard Business School Press. Case No. 703-497

Isabella of Portugal (1503 - 1539), Habsburg Queen

Isabella of Portugal (1503 - 1539), Habsburg Queen Isabella of Portugal Facts Known for: regent of Spain during long absences of her husband, Charles V, Holy Roman EmperorTitles: Empress, Holy Roman Empire; Queen of Germany, Spain, Naples, and Sicily; Duchess of Burgundy; princess (Infanta) of PortugalDates: October 24, 1503 - May 1, 1539 Background, Family: Mother: Maria of Castile and Aragon Maternal grandparents: Isabella I of Castile and Ferdinand II of Aragon.Maria was the second wife of Manuel IManuels first wife, Isabella, Princess of Asturias, was Marias sister,  the eldest daughter of Isabella I and Ferdinand IIManuels third wife, Eleanor of Austria, was a niece of both Maria and Isabella, Manuels wives Father: Manuel I of Portugal Paternal grandfather: Ferdinand, Duke of ViseuPaternal grandmother: Beatrice of PortugalBeatrice was a sister-in-law and first cousin of Afonso V of Portugal, and mother-in-law and second cousin of John II of PortugalBeatrices sister, also called  Isabella of Portugal, married John II of Castile, and was the mother of Isabella IManuel succeeded his first cousin, John II of Portugal, who was married to Manuels sister, Eleanor of ViseuManuels older brother, Diogo, was stabbed to death by John II Siblings of Isabella of Portugal: Miguel de Paz, Prince of Portugal and AsturiasJohn III of PortugalBeatrice, Duchess of SavoyLouisFerdinandCardinal AfonsoHenryEdwardMaria, Duchess of Viseau Marriage, Children: Husband: Charles V, Holy Roman Emperor (married March 11, 1526) Charles was Isabellas first cousinhis father was Philip the Handsome, Duke of Burgundy and Holy Roman Emperorhis mother was Joanna of Castile (known as Juana the Mad), a sister of Isabellas mother, Maria, both daughters of Isabella I and Ferdinand IIIsabellas brother, John III of Portugal, had earlier married Catherine of Austria, sister of Charles V, in 1525 Children: Philip II of Spain (1527 - 1598), who married four times: Maria Manuela of Portugal, Mary I of England, Elizabeth of France, and Anna of AustriaMaria (1528 - 1603), Holy Roman Empress, married to Maximilian II, her first cousinJoan of Austria  (1535 - 1573), who married her double first cousin, John (Joo Manuel) of Portugal; their child was King Sebastian of Portugal, who died without childrenThree children who were stillborn or died in infancy: Ferdinand (1529 - 1530), John (1537 - 1538), and an unnamed son (1539) Isabella of Portugal Biography: Isabella was born the second of the children of Manuel I of Portugal and his second wife, Maria of Castile and Aragon.  She was born in a year of sharp decline in  her grandmother, Isabella I of Castile, who died the next year. Marriage When her father died in 1521, her brother, John III of Portugal, negotiated a marriage with Catherine of Austria, sister of Charles V, the Holy Roman Emperor. That marriage took place in 1525, by which time negotiations had arranged for Charles to marry Isabella. They were married on March 10, 1526, at the  Alczar, a Moorish palace. John III and Isabella, brother and sister, were first cousins of the sister and brother they married: they were all grandchildren of Isabella I of Castile and Ferdinand of Aragon, whose marriage united Spain. Isabella and Charles may have married for financial and dynastic reasons she brought a large dowry to Spain but letters of the time show that their relationship was more than just a marriage of convenience. Charles V is known for creating a world empire, molding a great Habsburg empire which was rooted in Spain rather than in Germany.  Before his marriage to Isabella, other marriages had been explored for him, including marrying a daughter of Louis XII and a sister, Mary Tudor, of Henry VIII of England, a Hungarian princess.  Mary Tudor married the King of France, but after she was widowed, talks had begun to marry her to Charles V.  When the alliance of Henry VIII and Charles V fell apart, and Charles was still in conflict with France, the marriage with Isabella of Portugal was the logical choice. Isabella has been described as frail and delicate from the time of her marriage. They shared religious piety.   Children and Legacy During Charles absences from Spain in 1529-1532 and 1535-1539, Isabella served as his regent. They had six children, of whom the first, third and fifth survived to adulthood. During one of Charles absences, Isabella died after giving birth to her sixth child, a stillbirth. She was buried at Granada. Charles did not remarry, though that was the usual custom for rulers.  He wore mourning black until his death. He later built a royal tomb, where the remains of Charles V and Isabella of Portugal are together with those of Charles mother, Juana, two of his sisters, two of their children who died in infancy, and a daughter-in-law. Isabella  and Charles son Philip II became ruler of Spain, and in 1580, also became the ruler of Portugal.  This temporarily united the two Iberian countries. A portrait of Empress Isabella by Titian portrays her at her needlework, presumably waiting for the return of her husband. Joan of Austria and Sebastian of Portugal This daughter of Isabella of Portugal was the mother of the ill-fated Sebastian of Portugal and ruled Spain as regent for her brother Philip II. Known for:  Habsburg princess; regent of Spain for her brother,  Philip II Title by marriage:  Princess of PortugalDates:  June 24, 1535 - September 7, 1573Also known as:  Joan of Spain, Joanna, doà ±a Juana, Dona Joana Marriage, Children: husband: Infante John Manuel, Prince of Portugal (married 1552)one child:Sebastian  of Portugal (1554 - 1578) Joan of Austria Biography: Joan was born in Madrid. Her father was King of Aragon and King of Castile, the first to rule the united Spain, as well as Holy Roman Emperor. Joan was therefore also an Infanta of Spain as well as an Archduchess of Austria, part of the powerful Habsburg family. Joan was married in 1552 to John Manuel, Infante of Portugal and expected heir to that throne. He was her double first cousin. The Habsburg family tended to marry cousins; both their parents were also first cousins of each other. Joan and John Manuel shared the same grandmothers, who were sisters: Joanna I and Maria, daughters of Queen Isabella of Castile and King Ferdinand of Aragon. They also shared the same two grandfathers: Philip I of Castile and Manuel I of Portugal. 1554 1554 was a momentous year. John Manuel had always been sickly, surviving four brothers who died before him. On January 2, when Joan was pregnant with her first child, John Manuel died, of consumption or diabetes. He was only 16 years old. On the 20th of that month, Joan gave birth to their son Sebastian. When his paternal grandfather John III died three years later, Sebastian became king. His paternal grandmother, Catherine of Austria, was regent for Sebastian from 1557 to 1562. But Joan left later in 1554 for Spain, without her son. Her brother, Philip II, had married the English Queen Mary I, and Philip joined Mary in England. Joan never saw her son again, though they corresponded. Convent of the Poor Clares In 1557, Joan founded a convent for the Poor Clares, Our Lady of Consolation. She also supported the Jesuits. Joan died in 1578, only 38 years old, and was buried at the convent she had founded, which became known as the Convent of Las Descalzas Reales. Sebastian's Fate Sebastian never married, and died on August 4, 1578, in battle when attempting a crusade against Morocco. He was only 22 years old. Myths of his survival of the battle and imminent return led to him being called The Desired (o Desejado).

The Impact of Every Child Matters on Workplace Case Study

The Impact of Every Child Matters on Workplace - Case Study Example Aside from briefly discussing the context of â€Å"Every Child Matters†, this report will examine the different UK public policies such as Equality Act 2006, the Disability Discrimination Act of 1995, Employment Rights Act of 1996, Sex Discrimination Act of 1975, and Race Relations Act of 1976 as a way of examining how the promotion of cultural diversity within the educational system could help each child prepare and protect themselves as soon as they are ready to look for employment opportunities. After discussing the significance of cultural diversity in the work environment, strategic ways on how to develop and create an effective inclusive learning environment for children with or without learning difficulties will be tackled in details. Specifically, the educational support needs of each child vary depending on their individual learning capabilities. Some students are fast learners whereas students who were born with mental or physical health problems may have difficulty in learning (Learning and Teaching Scotland 2007). In order to remove all the barriers to learning, the Scottish government has exerted so much effort on increasing the social complexity of each school. Under the current Scottish Executive Education Department, the Education Act 2004 promotes an equal opportunity for education regardless of the mental and physical condition of a child. The said Act includes rendering additional short- and long-term support needs related to social, socio-economic status, emotional, cognitive, linguistic, disability or family and care circumstances which may hinder a child’s learning development (Scottish Executive Education Department 2004; Killean 2003). Similar to Children Act of 2004, â€Å"Every Child Matters† was developed to ensure that the educational and health services that each child will receive equal benefits regardless of their physical and mental condition.  

Death of a salesman- willy recalls his sons teenage years as fruitfull Essay

Death of a salesman- willy recalls his sons teenage years as fruitfull and charming. what evindence canwe find to show that the - Essay Example The form of illusion highlighted here may be termed as self-deception. Though Willy himself was never a big success and even at the age of sixty he had to borrow money from Charley to pay his bills, he is inquisitive and critical of his son Biff. Willy was critical of the fact that Biff has not yet â€Å"found himself† which was a disgrace. He seems to be oblivious to the fact that even he was not half as successful as Biff at that age. When Linda tells him not to be too critical of Biff since he admires him, Willy tells her, â€Å"I simply asked him if he was making any money. Is that a criticism?" (Miller 7) This shows his over consciousness regarding money matters and a reader who is not introduced to Willy’s state of mind and existence would think that he was perhaps a very successful businessman himself. This reflects a very significant symptom of the disease - confusion and illusions that lead to unorganized thinking. In fact he is to a large extent responsible f or his sons’ (Biff and Happy) immaturity and slow emotional development as he pampers them during their teenage years and tells them the importance of appearance over substance showing them the dreams of high promises held by their future. He recalls that Biff had a promising teenage but he lost many opportunities and hence could not make anything out of life. This also reveals his evasion from admitting that he is failure as a father. Biff has grown up admiring his father more by his words than actions. He has not been a successful student and failed in Math. Bernard, the son of Willy’s friend Charlie has always been a good grade achiever but according to Willy Charlie is not well liked like himself and following the same Biff responds to his father’s query about Willy’s popularity, saying that he is liked but not â€Å"well liked†. Willy even brags to his wife, saying that even though Bernard, the son of his friend gets good grades in schools, he cannot grow into a successful businessman unlike Biff and Happy. Willy’s comments at this juncture is worth taking a deeper reading, â€Å"Bernard can get the best marks in school, y’understand, but when he gets out in the business world, y’understand, you are going to be five times ahead of him. That’s why I thank Almighty God you’re both built like Adonises. Because the man who makes an appearance in the business world, the man who creates personal interest, is the man who gets ahead. Be liked and you will never want. You take me, for instance. I never have to wait in line to see a buyer.† (Miller 21) The above lines expresses his self boasting nature and setting a wrong example in front of his son Biff who ends up idolizing his father and following the wrong way. Staying around his father with a doting wife his sons cannot see his faults and all they end up learning is to give importance to appearance. Biff who has grown up with the habi t of a Kleptomaniac never faces his father’s disapproval when he lies about borrowing the things which he actually ends up stealing. When Willy tells Biff to study, the latter shows him the emblem of his University of Virginia he created on his sneakers. Bernard points out that those sneakers cannot obtain good grades for him. He also says, â€Å"I heard Mr. Birnbaum say that if you don’t start studyin’ math he’s gonna flunk you, and you won’t graduate. I heard him!† (Miller 20) Finally Willy ends up shunning away Bernard saying, â€Å"

Describe The Mandatory Rotation Of Audit Firm Accounting Essay

Describe The Mandatory Rotation Of Audit Firm Accounting Essay Introduction From the 2008 financial crisis, the weakness of audit system has exposed in several aspect. European Parliament and public consider that the auditors fail to play during the financial crisis. The European Commission said that the auditors only consider majority of banks had exposed a great quantity of loss from 2007 to 2009 in both on and off balance sheet in the financial crisis, however, it is a hard work for the public and stakeholders to know how the auditors to give the clean auditing reports to their principal. In addition, the European Commission takes into account preventing the concentration in the audit industry, which including restricting the choices and competition. Further, they also consider the independence of the audit firm and the reduction of the expectation gap. All things the European Commission do is to increase the quality of audit, so they think that the current auditing system should be reform. According to KPMG (2012), because of the failure of auditors in financial crisis, the lobby of small firms and the US has taken action on the independent issue. Meanwhile, in order to adapt to the environments, which contain changes to financial reporting and increasing the risk and going concern issue for the companies. The European Commission came up the proposals on 30th November 2011 to address the matters that appeal in the financial crisis and rebuild the confidence of the audit system. The proposals define the role of auditors and propose more restrict provisions for audit firms. It aim at strengthening the independence and professional skepticism of auditors, making the audit industry more diversification, enforcing the regulation, promote the cross-border stipulation of audit services and relieving the burden of the small and medium-size enterprise. To enhance the independence of audit firm and prevent the concentration of the audit industry is the main purpose of the propos als. The Elliott and Jacobson (1998) suggested that audit independence is an absence of interests that create an unacceptable risk of material bias with respect to the reliability of financial statements. The basic goal of audit is to assure the information which provide to shareholders are reliable. Further, as for audit independence, the direct role is to provide auditing serve and make the cost of capital market more efficiently. Consider about preventing the concentration, should make the audit industry more dynamic, such as decreasing the power of the Big Four audit firm (KPMG, Deloitte, Pricewaterhousecoopers and Ernst Young). In addition, the dynamic of audit market give the opportunities for small and medium-size enterprise to benefit from the internal market. In order to strengthen the independence of audit and make the audit market more dynamic, the European Commission brought up the proposals to perfect the audit system, the key elements of the proposals is mandatory rotation of audit firms, mandatory tendering, non-audit services, and European supervision of the audit sector, Enabling auditors to exercise their profession across Europe, Cutting red tape for smaller auditors. This essay is aim at discussing the issue of mandatory rotation of audit firm, one of the key elements to enhance the independence of audit industry. The essay will divided into three parts, firstly, it will describe the mandatory rotation of audit firms; secondly, it will analyses the argument for and against this issue; finally, it will come to a conclusion. Describe the mandatory rotation of audit firm In order to strengthen the auditor independence, the European Commission is considering introducing mandatory external rotation. In the previous years, only internal rotation is required, which means only auditors should be rotated, because they think that auditors may make less suggestions because the routine activities of audit. However, the internal rotation cannot enhance the independence of the auditors, because the audit firm and audited entity build up partnership, no matter which auditors engage in the audit procedure, they have closely relationship, the independence of auditors cannot be enhanced. Therefore, current environment has suggest that the internal rotation is not sufficient, the external rotation should be taken in account to achieve the independence of audit. The proposal required the audit firm should be rotated after at most six years (with some exception). In addition, it should be after at least four year before the same audit firm can be entrusted again by the client, this is stated as the cooling period. The cooling period ensure the mandatory rotation can be implemented effectively, because if there is not the cooling period, the client can entrust the same audit firm after a short time, so that the closely relationship cannot be avoidance. There is a exception that the period of rotation can be extend to nine years if joint audits are engaged. This means that if an audited entity entrust at least two audit firm, it can extent the period of rotation to nine years, because the joint audit can make each audit firm work harder to avoid another audit firm find out their failure, this can increase the quality of the audit, so called four-eye principle. Hence, the joint audit is encouraged. According to Bocconi, which do a survey of the effect of mandatory rotation in Italy. The investigate shows that 69 % of managers of listed companies approve of rotation. 14 % consider it negatively. The survey presents a positive result, because they consider that in previous years, auditors focus on routine activities rather than making improvement. The people including in the survey agree the mandatory rotation in Italy can strengthen the independence. Discussion of the mandatory rotation The argument for the mandatory rotation of audit firm Firstly, the mandatory rotation of audit firm can reduce the risk of familiarity threat. If there is not mandatory rotation, the audit firm may have closely relationship with the audited entity, which would lead to several problems. For instance, the proposal (2011) of the European commission suggests that the audit firm tend to know well about the management of the audited entity, so that they may think the audit work as a routine work, which just repeating the work annually, and they pay less attention to make an improvement and find out the mistake the audited entity made. In addition, the auditor may be less suspicious of the audited entity, instead, they may decrease the difficulties so as to maintain the good relationship with the partner. The long period of engagement will cause routine, which may affect the competence and the quality of audit, hence, the mandatory rotation is necessary for reducing the familiarity threat. Secondly, according to Hoyle (1978), short term engagement will encourage the auditors to do better. If the audit firm fails to make the improvement in their auditing period, however, the next audit firm detects the unreported information, the reputation of the previous audit firm may be affected, so that the auditor will minimize the errors for managing the reputation. Further, the mandatory rotation can avoid the mistake or unreported information continue, because the next audit firm will scrutinize the document provide by the former audit form. Also, the long term engagement of the same auditor may cause the auditor trust the previous auditing procedure, so the rotation can reduce the risk of the auditor regards the engagement as the repetition of the last years work. Therefore, the mandatory can improve the quality of audit. Thirdly, the rotation provide the small and medium-size entities good opportunity to enter the competition in the segment of market. Although, the Bocconi study (2002) showed that the mandatory rotation did not provide the small and medium-size entity opportunity to compete in the audit market, they cannot compete against the large audit firm for the public-interest entities. However, take the mandatory tendering into account, the situation can be changed, the rules allow the small and medium-size entity to bid in the tendering, so that the rotation and joint audit enlarge the choice of audit firm for the audited enterprise. Therefore, combined with the mandatory tendering, the mandatory rotation can encourage the competition of the audit firm and provide more opportunity for small and medium-size entity to enter the audit market. Last but not least, the rotation can reduce the risk of fraud, which the audited entity collude with the audit firm. If both of the audited entity and audit firm fraud the public, when rotation implement, the fraud will be exposed by the coming new audit firm. The scandal of Enron can give a good example of this, if the rotation enact, the deceptive accounting may be found early or the audit firm will not collude with Enron in order to prevent the impairment of the reputation. So the mandatory rotation can reduce the risk of fraud. The argument against the mandatory rotation of audit firm According to the Bocconi study (2002), the opinion the audit firms and managers argue is that the cost of auditing fees as well as man-hours will increase under the mandatory rotation. It takes time for the incoming audit firm to read the sufficient document to know the audited entitys business. If the incoming audit firm do not know the audited entity enough, the quality of audit will decrease. Further, because there are many kinds of industry, it is difficult to maintain the industry specialization and may cause lack of choice of audited entity. According to Chi et al. (2004), they do not agree the mandatory rotation, they hold the opinion that the rotation may have negative impact on the quality of audit. They show the explanation that in the last year of audit before the rotation, the auditors may abandon their independence because they do not need to worry about the loss of quasi rents for they will not be re-elected. These can lead to the decrease of the last periods auditing quality. Bigus and Zimmermann (2007) said that because of the rotation, the quasi rent had been decreased, which implies the rotation may not increase the independence of audit firm. Consequently, the mandatory rotation cannot increase the quality and independence of audit firm as expect. Conclusion When come up the new proposals, there will have different voice because of the different role they play. As for the rule of the mandatory rotation of audit firm, according to the European Commission, the Big Four hold the opposed attitude, they insist there is studies that have certify the mandatory rotation affect the quality of audit firm; the Mid Tier Firms and small and medium-size entities also do not stand by the rule, they consider the increase cost and harm to the quality of audit firm; the investors had divergent opinion; some of public authorities did not favor of the mandatory rotation, while others think the rule will be beneficial, one of the idea regards to the issue they came up it to allow the committee to decide whether the rotation of a firm should be needed. To sum up, the new rule of the mandatory rotation of audit firm may be beneficial, but only under certain situation. For example, the cost of fees and man-hours can be low to change audit firm; the negative impact of last period of audit before rotation can be avoid. So that, the proposal can be beneficial if more detail and rules can be add in to make the mandatory rotation more perfection.

Inspiration of Arundhati Roy to an Activist Essays -- Activism Music

November 2nd, 2004 was a difficult evening for me. Having helped stage protests against the invasion of Iraq, having urged friends to support the HRC and the struggle for gay marriage, it was difficult to watch the election returns come in, making it seem as though all I had done had been futile. One of the things that got me through was Arundhati Roy’s CD, Come September, which I’d left in my car’s CD player. Driving home from the grocery store I heard her read an excerpt of her article, â€Å"The End of Imagination,† in which she offers a skeptical friend another way of dreaming: The only dream worth having, I told her, is to dream that you will live while you’re alive and die only when you’re dead. â€Å"Which means exactly what?† she asked, a little annoyed. I tried to explain, but didn’t do a very good job of it. Sometimes I need to write to think. So I wrote it down for her on a paper napkin. This is what I wrote: To love. To be loved. To never forget your own insignificance. To never get used to the unspeakable violence and vulgar disparity of life around you. To seek joy in the saddest places. To pursue beauty to its lair. To never simplify what is complicated or complicate what is simple. To respect strength, never power. Above all, to watch. To try and understand. To never look away. And never, never to forget.1 When I think about it, the words are rather trite, easily imaginable within a pop song or a greeting card. These words, however, were being spoken by Arundhati Roy, and in the car I, like many others who have drawn inspiration from her words, from Howard Zinn, to Judith Butler, to Ani DiFranco, felt a little more able to go back in my house, unpack my groceries, and face the next four years. T... ...d from the CD version of â€Å"Come September.† 9 When I first wrote this paper, I wrote it as a presentation. I took this quote off of an article found on Lexis Nexis and did not mark down the information. I have since been unable to find my print out or log on to Lexis Nexis, as it has to be through a university computer. A final version of this paper will include the citation. Sorry, folks. 10 Taken from Singh’s interview, available online at http://www.narmada.org/archive/tehelka/eh100200arundhati1.htm. Seen Works Cited for complete citation. 11 Taken from Bunting’s article, available online at http://www.commondreams.org/views02/0307-01.htm. See Works Cited for complete citation. 12 Taken from the interview with Howard Zinn following â€Å"Come September.† See first footnote. 13 Taken from the interview following â€Å"Come September.† Please see first footnote. Inspiration of Arundhati Roy to an Activist Essays -- Activism Music November 2nd, 2004 was a difficult evening for me. Having helped stage protests against the invasion of Iraq, having urged friends to support the HRC and the struggle for gay marriage, it was difficult to watch the election returns come in, making it seem as though all I had done had been futile. One of the things that got me through was Arundhati Roy’s CD, Come September, which I’d left in my car’s CD player. Driving home from the grocery store I heard her read an excerpt of her article, â€Å"The End of Imagination,† in which she offers a skeptical friend another way of dreaming: The only dream worth having, I told her, is to dream that you will live while you’re alive and die only when you’re dead. â€Å"Which means exactly what?† she asked, a little annoyed. I tried to explain, but didn’t do a very good job of it. Sometimes I need to write to think. So I wrote it down for her on a paper napkin. This is what I wrote: To love. To be loved. To never forget your own insignificance. To never get used to the unspeakable violence and vulgar disparity of life around you. To seek joy in the saddest places. To pursue beauty to its lair. To never simplify what is complicated or complicate what is simple. To respect strength, never power. Above all, to watch. To try and understand. To never look away. And never, never to forget.1 When I think about it, the words are rather trite, easily imaginable within a pop song or a greeting card. These words, however, were being spoken by Arundhati Roy, and in the car I, like many others who have drawn inspiration from her words, from Howard Zinn, to Judith Butler, to Ani DiFranco, felt a little more able to go back in my house, unpack my groceries, and face the next four years. T... ...d from the CD version of â€Å"Come September.† 9 When I first wrote this paper, I wrote it as a presentation. I took this quote off of an article found on Lexis Nexis and did not mark down the information. I have since been unable to find my print out or log on to Lexis Nexis, as it has to be through a university computer. A final version of this paper will include the citation. Sorry, folks. 10 Taken from Singh’s interview, available online at http://www.narmada.org/archive/tehelka/eh100200arundhati1.htm. Seen Works Cited for complete citation. 11 Taken from Bunting’s article, available online at http://www.commondreams.org/views02/0307-01.htm. See Works Cited for complete citation. 12 Taken from the interview with Howard Zinn following â€Å"Come September.† See first footnote. 13 Taken from the interview following â€Å"Come September.† Please see first footnote.

Behavioral Problems with Budgeting and Beyond Budgeting Model

All organizational Managers have to do certain management functions such as planning, control, coordination, staffing, motivation, leading, communication and organizing.These functions differ from organization to organization due to different organizational cultures, nature of activities and its complexity, size, staff profile in terms of values and skills, internal political activity its intensity and is level external environment in which they exist in terms of social, political, legal and environmental issues they face and its nature in terms of stable or dynamic and the Management philosophy of the senior and executive level of management.The traditional Budgeting is a tool for planning and control activities such that it enable the organization direction as well to coordinate activities and compare actual performance with Budgets so that to identify variance and investigate the causes and determine whether they are controllable or uncontrollable and revise plans if the organizat ion cannot achieve the panned performance because of uncontrollable factors. The traditional budgetary process has many advantages.The advantages are that it forces managers to formulate detailed plans for achieving the targets for each department and operation, promotes coordination and communication, clearly defines the areas of responsibility for the achievement of the budgets, enables remedial action to be taken as variance emerge, motivates employees by participating in the budgetary process of setting or formulating the budgets, improves allocation of scarce resources. Economizes management time by using the principle of management by exception. However they have serious drawbacks, They are mostly of a behavioral type. Page: 2The drawbacks of the traditional Budgets are that budgets may be perceived by the lower level managers and employees as it is imposed by the senior management and thus affects labor relations as well it may also tend to have inaccurate record keeping, In addition budgets may increase conflict over the resource allocation or they may blame others if they don’t meet the targets as well in practice it is difficult to reconcile individual goals with corporate goals and the plans cannot be accurate in a dynamic environment and detailed planning consume considerable time and resources of managers and they mayPerceive it as a futile activity. The budgeting also may induce mangers to spend all what they get even though they can spend less because of the attitude â€Å" we better spend it or we will lose it†. In the traditional Budget as a plan and control tool managers can also over estimate expenditure because of the fear they will be blamed if expenditures are not within the budgets and sales budgets will be under estimated for the reason that the sales people may fear if they don’t meet the sales target and for the fear of losing performance pay if such a rewarding system exists.In a global economy in the current 20t h an 21st century the changes in technological economic social and political climate have become more rapid and dynamic as well unpredictable than ever before and the competition has increased mostly in all industries at least in advanced industrialized countries and in some parts of Asia, Latin America, Eastern Europe and in Middle East. In this context if organizations are not adaptive and responsive in a timely manner to meet customer needs compared to its competitors and Page: 3have products tailored to satisfy these needs organizations must react quickly and its planning and decision making mechanisms must be flexible and managers must be able to make decisions and must have the authority and responsibility to react quickly and organizations must devolve power to managers of profit centers and decentralize organizations and performance measured in general terms relatively measured comparing different profit centers and be customer focus culture at all levels in general terms an d allow managers to make decisions to make returns on equity more than its competitors by satisfying customer needs profitably and have an information system to assist such process rather than plan in detail which is traditionally done which may stifle innovation and flexibility of the organization in a dynamic environment. The Beyond Budgeting Model is a model to address the limitations and behavioral disadvantages of the traditional budgeting in organizations. As well it is not a new planning tool but it is a new management idea. That is to change the organizational structure and organizational culture from a hierarchical organization to a network organization and decentralize decision -making and to devise a management information system, which enables mangers to share knowledge and instill new ideas and empower managers to make decisions to respond to unexpected events and to create an entrepreneur culture.That is to make the organization to become more flexible and adaptable an d create systems processes and products, which satisfy customer needs profitable, compared to its competitors and monitor emerging needs and respond quickly Page: 4 to satisfy the emerging needs more effectively than its competitors and benchmarking its processes and products on a continuous basis. There fore the success or failure of Beyond budgeting depends on how the model is introduced in the organization and the phase of its introduction and how management has overcome resistance to change and how mangers are trained and the phase of overcoming competitive culture and become a more co-operative and team culture and the possibility of this happening in the organization.So in effect the success or failure of Beyond Budget Model itself depends on how it is implemented and whether the managers perceive this as another method imposed by the senior management and how senior management can overcome such behavioral constrain. If this can be done given the managers profiles in terms of their entrenched management practices and the senior managements effectiveness and their leadership qualities to change behavior Beyond Budget may become a more adaptive process and may overcome some grave disadvantages of the traditional budgeting system. That is in other words to be a workable model the Beyond Budget Model must have the appropriate culture and structure introduced effectively. In practice it is not an easy task and there is no silver bullet. However in practice it has been implemented in some organizations particularly in large, small and medium organizations.But the number of organizations adopting this model is very small even in large organizations. As well this model is mostly applicable to knowledge industries mostly than other organizations and the traditional model with good budgeting practices may work effectively than the Beyond Budget Model. For example Sevenska Handelsbanken a Swedish retail bank with Page: 5 branches all over Northern Europe and in Gre at Britain have had no Budget since 1970. (http://www. juergendaum. com/news/02_24_2003. htm). As well other examples of Beyond Budget model implemented successfully are Toyota an Automobile manufacturer, Aldi a German Retailer, South West Airlines, the American Airlines. (http://www. 12manage.com/methods_fraser_beyond_budgeting. html). In addition there are also other less well-known examples adopting Beyond Budget Model. They are Ahlshell, the Swedish materials wholesaler, ISS, the International Danish facilities service group, World Bank and small non-profit Sight savers International, a UK charity. (http://www. 12manage. com/methods_fraser_beyond_budgeting. html). As mentioned above in page 4 these examples demonstrates the Beyond Budget Model can be successful in any size however it is mostly applied by Knowledge Industries and the examples are very few this may be due to the fact this model is a recent model and it may increase in the future.However there are many organization s using the traditional budgeting model indicates the traditional model at least to be perceived by these organization to have some value to them as well it may be effective for many organizations or they adopt good budgeting processes. In summary it can be argued that the Beyond Budget Model certainly can overcome some behavioral problems in budgeting. However it has its own behavioral issues to be resolved to be more effective and in some circumstances it may not be effective and traditional budgeting process may work more effectively than Beyond Budget model as discussed Page: 6 Above. Its effectiveness is dependent on many factors as well as discussed above. Applying these behavioral issues as discussed above to the scenario one must assume about the organizational culture and organizational structure.If suppose one assumes the organization is a centralized organization and the top management believes in the beyond budgeting process and value the usefulness of budgeting and mana gers want to compete with other managers with resources and there exist considerable political activity then it can be argued it is very difficult to implement by top management the beyond budgeting model due to excessive conflict and empire building processes which may inhibit the successful implementation of the new Beyond Budget model. Any new model will have resistance due to changes in the status quo and managers may resist changes to protect their power and turf in the organization.There fore if the senior management does not have the leadership to influence and overcome resistance and change behavior and introduce the model in a phase which, is perceived by the managers and staff as imposition it may affect their performance and effective implementation, That is the top management must consider behavioral issues involved in introducing Beyond Budget model because it is a radical change from the traditional model and the culture may resist such change and it may be counter pro ductive and may not reap benefits theoretically expected by introducing this model. As well even if managers in this scenario do not like detailed budgets they may not have the skills and motivation and hindsight to plan and if the organization is a centralized organization not a decentralized organization the beyond budget model may not work in such circumstances. In effect management must consider Page: 7 the behavioral implications and behavioral issues of this model before considering this model and not considering good budgeting processes and use of technology and tools for budgeting as the traditional budgets have several advantages to organizations as well to its own behavioral limitations.As discussed above the Beyond Budget Model do not overcome all issues in Budgeting and even it addresses some issues it has its own behavioral issues to be resolved to be effective in all organizational circumstances and the behavioral issues may vary from one organization to another. It is also necessary to recognize to change a culture takes time and any culture cannot be changes in short time. This is a very important to consider because the Beyond Budget model is a radical change in culture and insists and based on considerable behavioral modification and change. This is a very important limitation of this model in practice and management must be aware of this before planning to introduce this in to organization without giving prior considerations of the complexity and the radical nature of its model in terms of behavioral implications, which is very difficult to predict.