Company Law - See attachment Essay Example | Topics and Well Written Essays - 2500 words

Organization Law - See connection - Essay Example 1 Liquidation can deliberate or even obligatory. It is supposed to be intentional when it is started by the desire of the organization through a goals of the value holders. It is supposed to be necessarily completed when the request for the court turns into the reason for the ending up of the organization. 2 more or less, there are two fundamental sorts of Liquidation methodology whose nature is clarified in detail underneath: Voultary Winding Up In this sort of liquidation the organization goes on to enthusiastically wrap up the issues of the organization and circulate the advantages of the organization in the wake of taking care of the liabilities of the organization. ... nding up Creditors’ willful twisting up is ordinarily because of the organization getting indebted and unfit to take care of its liabilities at the appropriate time and the organization is scrutinized by the leasers so as to forestall further obligations gathering and to get the due liabilities through the acknowledgment of the advantages of the organization in a procedure of liquidation. 3 Compulsory Winding up This sort of wrapping up happens when the organization is requested to be ended up by a request for the court. There are various possible methods of this technique to found anyway the most broad one is through the appeal recorded by the loan bosses on the contention that the organization can't take care of its liabilities at the appropriate time and since it has not been considered prone to show up at a willful concurrence on liquidation, the mandatory twisting up by means of the court is established. The idea of the obligatory twisting up is with the end goal that the organization goes under the procedure of liquidation under a request from the court on grounds of failure to pay the obligations or where the organization has certain going concern issues which can't be settled through an effective medical procedure of the company’s undertakings or the arrangement of money inflows or bailouts where the organization might have the option to reestablish the parity of its issue on the positive side.4 However, a solicitation to get a leave to arraign an organization which is by and large necessarily twisted up might be made to the Court who provided the request for ending up of the organization. Results of Winding up When an organization goes into liquidation, for the most part because of the mandatory wrapping up process there is typically a reason for failure to pay its obligations whereby the organization needs to confront certain outcomes during and after the liquidation and the casualties of those outcomes are basically investors, workers a nd even

The takeover of HBOS

The takeover of HBOS Presentation Mergers and acquisitions have become the most every now and again utilized strategies for development for organizations in the twenty first century. These days the data about mergers and acquisitions (MA) can be seen each day in papers, web, TV MA can abruptly turn into a hotly debated issue at anyones work environment in light of the fact that their organization will converge with another. There are numerous sides to a MA exchange key, lawful, budgetary, and innovative to completing an arrangement. One significant component to each arrangement is the human component, this ought to consistently be remembered. We will assess the difficulties looked by the administration of the new association as far as Human Resource Management (HRM) concerning the ongoing takeover of Halifax Bank of Scotland (HBOS) by Lloyds TSB in September 2008. The assessment will incorporate the job of HRM in dissecting the Lloyds TSBs choice to make a takeover offer for HBOS, how this investigation identified wi th Culture, Conflict and Change inside the association and potential situations confronting Lloyds TSBs partners. Foundation and reason for the takeover of HBOS by Lloyds TSB Foundation On 17 September 2008, soon after the destruction of Lehman Brothers, HBOSs share cost endured wild changes somewhere in the range of 88p and 220p per share, which lost practically a large portion of its reasonable worth in the week, regardless of the Financial Services Authoritys affirmations with respect to its liquidity and introduction to the more extensive credit crunch. Be that as it may, on 18 September 2008 the details of the suggested proposal for HBOS by Lloyds TSB were reported. The two loan specialists additionally uncovered designs to raise a joined  £17 billion under an administration supported recapitalisation program planned for fortifying the UK banking parts capital stores. The administration supported the arrangement utilizing an uncommon national intrigue provision in light of the fact that a breakdown of HBOS would have disastrously affected the UK. On 16 January 2009 the Lloyds TSB obtaining of HBOS was finished after conclusive court endorsement and Lloyds TSB was renamed Lloyds Banking Group plc. Motivation behind the takeover: The proposed obtaining of HBOS would join two amazing money related organizations, and would be another critical and positive advance on our excursion to give significant advantages and incentive to clients and investors the same. Difficulties looked by HRM in MA Hierarchical Behavior Model Because of the subsequent weight for the MA to succeed, the administration of the new association is compelled to discover new methodologies just as assess the extra difficulties confronted. To address the topic of how well the administration performed during the coordinating action, it is valuable to take a gander at interior components utilizing the McKinsey 7-S structure. This structure was created in the mid 1980s by Tom Peters and Robert Waterman. The essential reason of the model is that there is a system which maps a heavenly body of interrelated variables that impact an associations capacity to change. The McKinsey 7-S model includes seven associated factors which are classified as either hard or delicate components: Hard components are simpler to characterize or recognize and the board can straightforwardly impact them: these are procedure proclamations; association diagrams and revealing lines; and formal procedures and IT frameworks. Delicate components, then again, can be progressively hard to portray, they are not so much substantial but rather more explicitly identified with HRM. These delicate components are as significant as the hard components. A traditionalist gauge is that generally 10% of individuals at work at any one time are legitimately influenced by changes of this sort. In addition, another 30% are firmly identified with those encountering mix related strains and injury (Buono and Bowditch, 2003). These figures show how the basic difficulties looked by the executives in each MA relate explicitly to HRM. The organization that successfully addresses individuals related issues in advance and all through coordination will have a superior possibility of succeeding and picking up the upper hand it looks for. The difficulties looked by the executives in term of HRM in MA. The HRM issues in the MA can be characterized in two stages; the pre-MA stage and the post MA stage. HRM ought to be included from the earliest starting point and all through all phases of the MA procedure. Due industriousness is significant in the principal stage while coordination issues take the front seat in the later stage, including: Social conflicts: Every association has an alternate allowance of faith based expectations and worth frameworks. The introduction to another culture during the MA prompts a mental state called culture stun. Different societies can deliver sentiments of threatening vibe and huge inconvenience which can bring down the dedication and collaboration with respect to the workers, along these lines post-merger social conflicts are frequently accused for frustrating MA results. As indicated by Anders Spilling and Jarle Hã ¸ien, directors in BearingPoints Business Strategy and Transformation pratice, there are five zones of social clash: Administration: each companys initiative style can appear to be exceptional. At the point when post-MA senior pioneers sitting at a similar table propel their staffs and resolve clashes in assorted manners the subsequent rubbing frequently makes extra dangers. Instances of these dangers could be an absence of duty to new organization objectives or a significant level of turnover among key representative gatherings. Administration: powerful corporate administration requires considerably more than a framework to ensure partner interests. It must include the manner in which choices are made in each piece of the organization and across associations. One issue that generally emerges is the discussion about whether the new association ought to embrace one merger accomplices administration demonstrate or characterize an alternate model. Correspondence: Attitudes about classification, inclinations for formal versus casual channels and the recurrence of interchanges may all become an integral factor. By envisioning these dangers well ahead of time, the procuring companys authority can create correspondence strategies that best help the merger targets. Business process: most organizations have unmistakable methods of creating, refreshing and implementing center business forms which must be comprehended and regarded during the combination stage. On the off chance that adjustments in center business forms are not intentionally and fundamentally considered during the joining stage, associations face the danger of inner breakdowns and disappointments in conveyance of items and administrations to clients. Execution the board and prize frameworks: new association ought to incorporate endeavors to blend execution guidelines and pay frameworks where conceivable, while clarifying significant contrasts when essential. Recently combined organizations must assist representatives with understanding that their distinctive acknowledgment and prize frameworks are reasonable, regardless of whether not generally uniform over the association. Since social change includes both hard and delicate issues, HRM contemplations will incorporate obvious appearances, for example, key execution markers, correspondence styles, representative connection, just as less unmistakable corporate qualities and suppositions about how an organization works together, for example, how pioneers drive and evaluate results and new association administration model These discoveries have significant ramifications for how associations can envision post-merger social conflicts and tailor authority projects to address their basic roots, at last improving merger achievement rates. Vulnerability employer stability: The MA prompts duplication of specific offices, achieve the overabundance labor and cutting back is, lamentably, an innate outcome. Subsequently discussing MA, the principal set of musings that happen in the psyches of representatives are identified with security of their occupations, changes in assignment, profession way, working in new divisions and dread of working with new groups. The MA additionally changes future open doors for the representatives in the association. A few workers additionally must be migrated or doled out new openings. This may affect the presentation of the workers and cause the association to lose some ability. The gigantic provokes presented by a MA to the HRM are keeping all workers educated regarding every significant choice just as improving viable two-path correspondence by including line directors; guaranteeing an evenhanded and reasonable treatment of representatives and if there should be an occurrence of lay-offs, HRM should offer outplacement administrations and reasonable severance bundles. Every one of these endeavors from HRM can help construct trust, suppress the gossip plant, calm nervousness, center individuals around the business and its prospects and reduce efficiency misfortune. Failure to oversee changes: Frequently there are quick changes in the business condition after MA. Inside HRM will deal with a greater work power, remotely HRMs mechanical relations will be broadened The job of HRM is to rapidly build up a HR intend to lead the procedure for helping the organization to accomplish the cooperative energies it needs. The HRM should completely be set up for the noteworthy job they will play all through the MA procedure. The issues looked by HR experts when supporting the MA are incredibly requesting they require the making of a solitary brought together association with an away from and set of qualities from two gatherings of individuals with various societies. HRM ought to consistently refresh their insight and aptitudes in overseeing, controlling and observing the augmented workforce, HRM need the capacity to adjust to evolving conditions, recognize the issues when they emerge, improving interchanges abilities, make preparing program, disclose new jobs to representatives, execute pressure decrease projects and direction programs, help post merger group building and input helpline for representatives. The issues looked by HR during MA bargains are gigantic, yet unmistakably the way in to the accomplishment of a MA is the administration of individuals. By distinguishing the regular difficulties and discovering arrangements which work for the new association. The estimation of HRM in the MA shou

Best Interview Tip Stop Trying to Impress the Interviewer

Best Interview Tip Stop Trying to Impress the Interviewer You probably have tried your best to pull off that sensational interview appearance, trying to wow your interviewer or impress the seeming almighty interview panel, but things just have not been going the way you expected, and you have been frustrated with your own performance during many recruitment campaigns.Perhaps, you had a great session with the interviewer/s and for some mysterious reason; you never got that call or e-mail telling you that you have been hired…oops. Well, I have some good advice for you and that is â€" stop trying to impress the interviewer.Many candidates should have landed the jobs by just being self-confident, but things start getting complicated in the interview room when they think or make it their sole focus to super-impress the interviewer.On getting to see the reaction that the interviewer is not impressed or looking beyond their awesome social skills as they did not imagine it would be at their rehearsals, they gradually lose self-esteem, begin to fi dget and fade off like an overly told joke.Then the sad reality begins to show its ugly face â€" their opportunity to land the gig is slipping off and their dream job is never coming.So, we thought we’ll put few things together to help you just before you go lose another wonderful opportunity via your splendid rehearsals aimed at impressing the interviewer that do not get the job for you.You know what the interviewer wants to hear and see, now you should learn what the interviewers do not want from their candidates.WHY YOU SHOULD NOT TRY TO IMPRESS THE INTERVIEWERAs I said earlier, as unbelievable as it might sound, it is high time you stopped trying to impress your interviewer. The major side effect of this age-long tactic is that many applicants gradually lose their confidence once it becomes evident that things are not going the way they planned it.An interviewer wants you to be bold and to hold your gun at all time. It shows him or her that you know your stuff rather than putt ing up a selfless and eventual comical display to get them impressed. At the end, you may never get to impress them.You may not absolutely agree to it yet but take it or leave it; an average person knows when you are trying to impress him or her. It becomes obvious and, you seem to have placed yourself on trial already when the real trial is yet to begin!As you may have noticed if you have gone for more than one interview, interviewers have different dispositions and approach. However, one thing is common especially for stern interviewers; they are really hard to please.The task of impressing them becomes even more herculean once they discover that you will say anything or put up any act just to impress them.You probably at this point have lost the battle and they may not be impressed at all. In fact, some will to get you off balance and put you on a hot seat (if you are not sweaty already). Then, the bad jokes set in. You crack them and laugh alone or get the compassionate laughter as consolation.This may make you lose your preparation and start making statements that are a ‘no-no’ for job interviews. Then, you have begun to lose the job. So, ask yourself if it is worth the stress.WHAT GOOD IMPRESSION IS NOTOne of the most important things any job seeker would realize is the need to be polite to all members of staff of the organization and of course, the interviewer.All interviewers look out for this quality as it is a pointer to what attitude they should expect from a potential employee.Thus, Mr. A, an averagely skilled, disciplined and polite applicant will be much preferred over Mr. J, a very skillful and resourceful applicant who is always retorting back, nasty and lacks composure.The reason is obvious. Organizations require interpersonal skills and courtesy as prerequisites for hiring because it will sometimes be crucial to maintaining and landing clients as well as maintaining subordination and discipline in the system. This makes many job seekers n aturally polite and humble at interviews.But guess what? The interviewer is not easily fooled. It is okay to be courteous and very polite in your answers but doing everything to please and being extraordinarily polite may put off your interviewer giving him the impression that you are being tricky and fake.Don’t forget that interviewers were once job applicants. So, your desire and aim to impress them with your ‘extreme’ courtesy may seem like tricks just to land the job. Summarily, be polite but do not overdo it.The other part is showing off. Take the scenario below for an example:Interviewer: So, Mr. A, can you tell me why you should be hired for this position in this company?Mr. A: (smiles, clears his throat and crosses his legs) Are you kidding me right now? Have you taken a good look at my C.V? Well, to answer your question, umm, I don’t know if you have been to the Google Branch in Singapore, or to Seoul or the Samsung Head office in South Africa, I designed their modu le for client assessment and customer service improvement. In fact, they regard me as a wizard and I have the personal contacts of the General Managers at these branches (he smiles again).From this scenario, while the applicant may think he has been able to wow the interviewer and blow him out of the water, a sound interviewer would be put off and the first logical question popping in the interviewer’s mind would be “If you have personal contacts with them, then why are you here?”Showing off often entails undue exaggeration of facts and most times, lies. Stick with the question that was asked. The question asked by the above interviewer centered on the applicant’s ability to function optimally and the unique edge he or she has to deliver what is needed in the office applied for and not the places or companies he has worked with.Employers are always looking for a team-player who knows his/her stuff and not a celebrity.IMPRESS THE INTERVIEWER OR BE SELF-CONFIDENT?Should I aim to please or just be self-confident of my skills? Most job seekers face this dilemma before the interview. With experience and interaction with other interviewers, there will always be preference or candidates who choose the latter. It naturally pleases the interviewer for an applicant to be self-confident.Sadly, most candidates aim to impress the interviewers at the expense of their self-esteem. Let us take a date for example. While a lady would want her date to go out of his way to blow her way out of her mind, a fidgeting or a date that is lacking in self-confidence just because he is trying to impress her would certainly have the odds stacked against him.The same goes for interviewers. If a candidate begins to fidget and lacking in confidence, he/she would create the bad impression on interviewers. Imagine if you discovered in the reaction and the looks on the face of your interviewers that they are not impressed.You will gradually lose the confidence you built for the interview and may begin to fidget. It generally indicates bad performance under pressure. Be confident in yourself. There is no way you can communicate your self-worth if your aim is to please the interviewer.WHAT YOU NEED TO DO BEFORE THE INTERVIEWIn preparing for an interview, there are a few things to do before attending the interview if you want to get a better shot at the job.I thought to include this section to help candidates who want to stop cutting through the corners and cheap means of appealing to the sense of pleasure of the interviewer and want to show that they have what it really takes to get the job.Here are just a few tips:Conduct research on the employer or employing company or organization.Don’t go to every interview with the same old information, update yourself.Conduct research on the hiring manager.Prepare yourself and check for self-confidence.Dress well for the occasion and not to blow the interviewer’s mind with your exclusive fashion taste (except the job requir es such creativity).More tips can be found at this link. WHAT YOU NEED TO DO AT THE INTERVIEWWhilst you have prepared hard and rehearsed well for your interview, there are probably a few things to note about the do’s and dont’s at the interview.Always maintain a good self-esteemNever look down on yourself or assume some other folks are better than you just because they look like it or speak like they do.They are having a good time displaying their self-esteem and you should not feel bad about yourself either. After all, you got the same interview too. So, feel good and be on top of your game.Inspire self-confidenceThere is a need to bring your confidence to the game. Only self-confident people can inspire others to place their trust in them and hire them for positions in their company.“Sell yourself” and not “Impress the Interviewer”This should be your focus at the interview â€" get the interviewers to like what you have to offer in respect of your skills and qualificati ons. Trying to impress the interviewer is cheap and veering off course.Understand that they are looking for an intelligent employee and not a dollDon’t just nod make the interview more formal than the interviewers want it. You are not a robot. Smile when you need to and ask reasonable questions pertaining to the company and its goals when given the opportunity.This shows you are not just interested in the paycheck but also in the growth and development of the organization.Remember, you have to be polite and confidentThis will involve you greeting courteously, shaking hands when offered and not squeezing or snapping fingers. You should also avoid gangster handshakes or swear in or out of the interview rooms.Politely greet and respond to all members and cadres of staff. This is very important as interviewers put these points into consideration. No employer likes a snub as an employee. Be polite and confident. HIGH SELF-ESTEEM IS NOT SHOW-OFFIn case you have been wondering, there is surely a difference between showing off and having a high self-esteem or evaluation. You should know your worth in the labor market and you do not have to be shy about it.Except you are working in for charity or purposely taking a pay cut or offering to do a job lower than your status for reasons best known to you, then you should evaluate yourself highly and make others see the same. This will make the company or organization value you and your skills set. This is quite different from show off.Show off is focusing more on your skills or yourself as an individual than the needs of the organization. Generally, interviewers want you to show them you know your stuff, but this does not eradicate the fact that they also want you to show that you are quite interested in or fascinated by the goals of the organization, believe in their achievability and effectively communicate how your addition can help advance their cause.So, you see, having a high self-evaluation is different from showing off. You should think highly of yourself but not above the organization or your own qualifications.Be very confident in what you can do. An interviewer once said that she had to remind a certain candidate that he was not lucky to be at the interview but considered to merit it.Do not disappoint the people who made the shortlist prematurely by your lack of confidence. Remember that you are not in the interview just by chance and even if it were by chance, you should make the most of it.ENJOY THE INTERVIEW TOO!What if I told you that you could make the interview room a place where you can dominate? Where don’t you have to be on a scale or a hot seat? A room where you can just enjoy the flow of events and answer a question with ease and no sweaty palms?The best candidates are those who are confident of what they have to offer. No fidgeting, no fear of not getting the job, no fear of the seeming devouring face of the interviewer and ultimately no fear of failing to impress the intervi ewer.Well, you just have to learn this one basic thing. The tensed atmosphere in the interview room is a figment of your imagination. Take it off your mind and it would be gone forever. Think of it this way, it is a room where you meet those who want to be convinced that you are the person they need to solve their problem.Interviewers are doing their jobs but not always boring or sad or anti-candidate professionals. They need you in the company. They need your skills and qualities. You must feel important and needed. As a matter of fact, they are in that room for you; just to hire someone like you!You get on with the flow. Enjoy their jokes genuinely and do not just nod and smile like a robot. Laugh heartily when the scenario demands and smile if it also demands the occasion. Like I said before, just be natural. Don’t apply too much pressure on yourself or put too many efforts trying to impress the interviewer.You would lose the originality of the occasion and may even pass for a person with terrible interpersonal skills. Your test of quality has also begun. Establish rapport and eye contact. It is the perfect way to communicate. They need to know you understand the organizational mode of communication and you also have to make them understand you.Learning to multitask is a great quality for a worker but much more is learning to think ahead and anticipate. If there is such euphoria in the interview room as the one described, then you must also learn to anticipate the next block they might throw at you. You cannot afford to be caught unawares or thrown off balance.However, if they got you one down, you do not have to worry or make the atmosphere tense. You do not have to get everything right. Just move on and do great.Hence, you have to be free in your mind and in the room yet alert. Allow them to connect with you even as you connect with them. Remember, a jovial interview where you were confident of your skills and qualities is one of the best ways to make t he interviewers remember you.THE ULTIMATE IMPRESSIONWell, this conversation is coming to an end but there are a few tips to drop off even at this point. A good reminder about interviewers is that they are professionals in the business of hiring those with the required qualifications and qualities for the job.Interviewers do not look for those can super-impress them with their nicely crafted words, rib cracking jokes or hefty show of work history or academic qualifications. The question on their mind is: “Who is able to fill the void in this company, fit in without stress and bring the best game to the table?”You tick those boxes and you are hot on and top of their list of candidates for the job. It would not matter if you could not crack a joke throughout the interview. You also cannot tick those boxes without being self-confident about your qualities and sure that you are good enough.Can you handle the demands of the job? Ticking all these invisible but salient boxes are what I call ‘The Ultimate Impression’. Having highlighted what the ultimate impression is, I think it is important to state what it is not. Aiming to please at all costs may be a disadvantage in achieving the ultimate impression on your interviewer.It may work in places where you are needed to relate to clients or customer service to an extent but certainly would not carry you far. Just note the following points:Crack all the jokes and you may still not fill in the gaps.Aiming to impress is not a strong feature.Self-confidence in your skills and qualities is the ultimate impression.So, dear job seeker, stop trying to impress the interviewer!Prepare well for the interview. It is a place to sell yourself to the interviewers and not to blow the mind or super-impress them. Self-confidence is the best and ultimate impression. Once you press your aim towards impressing the interviewer, you risk losing your confidence and ability to make the interviewer believe you are the man or woman for t he job.Overcome the anxiety that comes with interviews. It is not that tense as your mind makes it be. As a matter of fact. You can make the selection process actually enjoyable for yourself and still be alert at all times. Yes, you can pull it off. All you need is to make sure your attitude is positive and never tense.Be polite and do not overdo it. I am quite aware there are no hard and fast rules about interviews neither is there an absolute advice concerning interviews.However, there are some principles that are general and mutually inclusive. Attempting to impress an interviewer at the expense of your confidence or self-esteem will not be in your favor.So, it is time to call it quits on that tactic. Like I said, you did not get the job interview by luck but on merit. They need a person of your worth, skill and qualification.The interview is to verify this fact and see who can give the best delivery. That person is you and I believe you can pull it off so well without focusing t oo much of your efforts on impressing the interviewer.FINAL WORDTake note of the points discussed above and you could be the next candidate who will get the e-mail or call to resume work or come back to discuss terms of employment. You are worth it. Quit trying to impress the interviewer and prove that you are their next team member!

10 Facts on the Geography of Beijing China

Beijing is a large city located in northern China. It is also Chinas capital city and it is considered a direct-controlled municipality and, as such, it is controlled directly by Chinas central government instead of a province. Beijing has a very large population at 21,700,000 and it is divided into 16 urban and suburban districts and two rural counties. Fast Facts: Beijing, China Population: 21,700,000 (2018 estimate)Land Area: 6,487 square miles (16,801 square kilometers)Bordering Areas: Hebei Province to the north, west, south,  and part of the east and the Tianjin Municipality to the southeastAverage Elevation: 143 feet (43.5 meters) Beijing is known as being one of the Four Great Ancient Capitals of China (along with Nanjing, Luoyang, and Changan or Xian). It is also a major transportation hub, a political and cultural center of China, and was host to the 2008 Summer Olympic Games. The following is a list of ten geographic facts to know about Beijing. 1. Changing Names of Beijing The name Beijing means Northern Capital but it has been renamed several times in its history. Some of these names include Zhongdu (during the Jin Dynasty) and Dadu (under the Yuan Dynasty). The citys name was also switched from Beijing to Beiping (meaning Northern Peace) twice in its history. After the founding of the Peoples Republic of China,  however, its name officially became Beijing. 2. Inhabited for 27,000 Years It is believed that Beijing has been inhabited by modern humans for about 27,000 years. In addition, fossils from Homo erectus, dating back to 250,000 years ago have been found in caves in Beijings Fangshan District. Beijings history consists of struggles between various Chinese dynasties which fought for the area and used it as Chinas capital. 3. A Capital for Over 1,200 Years The village of what would become Beijing developed into a capital city during the Tang dynasty in the 9th century CE. The Venetian explorer Marco Polo visited in 1272, when the city was named Khanbalik and was ruled by the great Mongol emperor Khublai Khan. The city was massively rebuilt by Yong Le (1360–1424) during the Ming Dynasty, who built a Great Wall to protect his city.   4. Became Communist in 1949 In January 1949, during the Chinese Civil War, Communist forces entered Beijing, then called Beiping, and in October of that year, Mao Zedong announced the creation of the Peoples Republic of China (PRC) and renamed the city Beijing, its capital. Since the founding of the PRC, Beijing has undergone massive changes to its physical structure, including the removal of its city wall and the construction of roads intended for cars instead of bicycles. Most recently, land in Beijing has developed at a rapid pace and many historical areas have been replaced by residences and shopping centers. 5. A Post-Industrial City Beijing is one of the most developed and industrial areas of China and it was one of the first post-industrial cities (meaning its economy is not based on manufacturing) to emerge in China. Finance is a major industry in Beijing, as is tourism. Beijing also has some manufacturing located on the western outskirts of the city and agriculture is produced outside of major urban areas. 6. Geographic Location on the North China Plain Beijing is located at the tip of the North China Plain (map) and it is surrounded by mountains to the north, northwest,  and west. The Great Wall of China is located in the northern part of the municipality. Mount Dongling is Beijings highest point at 7,555 feet (2,303 m). Beijing also has several major rivers flowing through it which include the Yongding and the Chaobai Rivers. 7. Climate: Humid Continental The climate of Beijing is considered humid continental with hot, humid summers and very cold, dry winters. Beijings summer climate is influenced by the East Asian monsoon. The average July high temperature for Beijing is 87.6 °F (31 °C), while the January average high is 35.2 °F (1.2 °C). 8. Poor Air Quality Because of Chinas rapid growth and the introduction of millions of cars into Beijing and surrounding provinces, the city is known for its poor air quality. As a result, Beijing was the first city in China to require emissions standards to be implemented on its cars. Polluting cars have also been banned from Beijing and are not allowed to even enter the city. In addition to air pollution from cars, Beijing also has air quality problems due to seasonal dust storms that have developed Chinas northern and northwestern deserts due to erosion. 9. Direct Controlled Municipality Beijing is the second-largest (after Chongqing) of Chinas direct-controlled municipalities. The majority of Beijings population is Han Chinese. Minority ethnic groups include Manchu, Hui and Mongol, as well as several small international communities. 10. Popular Tourist Destination Beijing is a popular tourist destination within China because it is a center of Chinas history and culture. Many historic architectural sites and several UNESCO World Heritage Sites are within the municipality. For example, The Great Wall of China, the Forbidden City,  and Tiananmen Square are all located in Beijing. In addition, in 2008, Beijing hosted the Summer Olympic Games and sites constructed for the games, such as the Beijing National Stadium are popular. Sources Becker, Jasper. City of Heavenly Tranquility: Beijing in the History of China. Oxford: Oxford University Press, 2008.Beijing Official Home Page. The Peoples Government of Beijing Municipality.

A Suicide Prevention Center - 1187 Words

If a person has a suicide related crisis, what should they do? A good place to start is calling 1-800-273-TALK. This is the National Suicide Helpline, and is an immediate resource to someone in crisis. Several centers around the United States maintain the helpline and provided suicide related services to their community. One of the centers in Colorado is Pueblo Suicide Prevention Center. The agency has been working with suicide related issues for over forty years and has many accomplishments. The agency works with several different types of people, and also serves their community by working with students in different educational institutions. Most recently, the center has worked with a student from the Social Work Program at Colorado†¦show more content†¦The programs that provide these services at PSPC include operating a 24-hour suicide helpline, offering a support group for people who have lost a loved one to suicide, providing licensed professional counseling, and educati ng the community. Most of these services are provided to the people in Pueblo, however, the helpline serves all of the people in Colorado. Pueblo Suicide Prevention Center was established on September 8, 1969 by twenty-three community members including some from Colorado Mental Health Institute and other leaders in Pueblo. The Colorado Mental Health Institute identified the need for an intervention system that would offer services to high-risk, crisis situations that would be immediate and easily accessible. This led to the formation of the 24-hour suicide helpline in Colorado. This action was considered a preventive response to decrease suicide attempts and suicide related deaths. In 1979, Pueblo Suicide Prevention Center became a member of the American Association of Suicidology. Then, became the first Certified Center of the American Association of Suicidology in the State of Colorado. In 2014, Metro Crisis Services also earned their accreditation and began providing services to Colorado.(Dorwart, 2015) . Pueblo Suicide Prevention Center’s mission statement is â€Å"To work toward the prevention of suicide through community education and intervention services to people

Teamwork in Action Free Essays

TEAMWORK IN ACTION Retail store that sells music CDs 1. In retail store that sell music CDs, the single measure best reflects the overall level of activity is Number of CDs sold. – In respect to changes in the measure of CDs sold, a variable cost is a cost that varies, in total, in direct proportion while a fixed cost remains unchanged, in total, regardless of any change. We will write a custom essay sample on Teamwork in Action or any similar topic only for you Order Now -Examples of fixed and variable costs in respect to small changes in the measure of selling CDs: Cost| Cost behavior| | Variable| Fixed| The cost of advertising new store| | X| Number of CDs supplied| X| | The cost of renting space for store| | X| The electrical cost in store| | X| The direct labor cost| | X| The cost of delivering CDs | X| | Variable Cost Number of CDs supplied| Cost of CD| Total variable Cost – CDs| 1| 35. 000| 35. 000| 50| 35. 000| 1. 750. 000| 100| 35. 000| 3. 500. 000| Fixed Cost Monthly Labor cost| Number of CDs sold| Average cost per CD| 5. 000. 000| 20| 250. 000| 5. 000. 000| 70| 71. 428,6| 5. 000. 000| 150| 33. 333,3| 2. Relationship between the number of CDs sold and others: Cost| Behavior of the cost| In Total| Per Unit| Fixed cost| Total fixed cost is not affected by changed in the number of CDs sold. | Fixed cost per unit decreases as the number of CDs sold rises and increases as this number falls. | Variable cost| Total variable cost increases and decreases in proportion to changes in the number of CDs sold. | Variable cost per unit remains constant. | | | | Total cost| Increases and decreases in proportion to changes i n the number of CDs sold| Average total cost per unit| Increases and decreases in proportion to changes in the number of CDs sold| How to cite Teamwork in Action, Essay examples

Report about the Research in Accounting Practice

Question: Write a report about the issues faced by Strong Built Construction Company based upon financial accounting in simple form. Answer: Introduction This study deals with issues faced by Strong Built Construction Company based upon financial accounting in simple form. Strong Built Construction Company is Construction Company and maintains revenues at similar levels. Bill strong was the founding Director of Strong Built Construction Company (Spiceland, Thomas and Herrmann 2011). Strong Built Construction Company faced various issues that arise from profitability as well as compensation of executives. This particular construction company faced government interference in case of austerity measures. Bill has dynamic personality as well as high public figure in the construction industry. This study addresses issues for approaches to compensation. Typical elements of compensation packages of Strong Built Construction Company There are various primary elements of compensation for Executive officers including base salary, annual bonus in cash as well as long-term incentive award. It is mainly denominated in shares in case of company stock. Executive officers of Strong Built Construction Company get benefits as well as perquisites as intended part of competitive compensation packages. It includes health, retirement programs as well as welfare and savings (Scott 2012). Elements of Compensation of Strong Built Construction Company Pay Element Description and Purpose Target Pay Level Base Salary It mainly compensates depending upon day-to-day performance at executive level of responsibility. It is based upon executive skills, accomplishments as well as experience. Base salaries considers under fixed compensation in cash as well as short-term. It indulges approximately at or below median in case of peer group Annual Bonus It indulges in motivate as well as reward as current year results for three years. It aligned efforts in achieving specific measurable results. Bonus considers variable compensation based upon annual performance paid in cash It is combined with base salary as well as target bonus opportunity at or below median group. Employee Benefits It includes protecting against catastrophic expenses as well as loss of income. Health, disability as well as life insurance plans comes under employee benefits There are several features like savings as well as pension programs for preserving or restoring benefits as per IRS rules. Executives mostly participate in form of restoration features by other employees It is combined with value in or above median in case of general industry Long-term incentives It depends upon motivating reward long-term results for three years. It aligns efforts for achieving specified measurable results as well as increased market price of company stock. Long-term incentives considers as variable compensation based upon long-term company performance as paid in stock. It is combined with base salary as well as target bonus opportunity and target long-term incentives at or above median peer group. Post-termination compensation It helps in providing basis for rapid transition as fair to executive as well as temporary income in case of involuntary termination It is combined with value in or above median in case of general industry Perquisites It initiates assisting ways for attracting as well as retaining executives as talent in form of practical value for particular company It is combined with value in or above median in case of general industry Key assumptions of traditional agency theory and approaches to compensation of Strong Built Construction Company Agency Theory is a popular concept in economics, finance as well as law literatures. It mainly focuses on divergent interests as well as goals of stakeholders in an organization (Scott 2011). It reveals ways in case of employee compensation in alignment with interest as well as goals at the same time. Ownership as well as management separates from Modern Corporation by the same person. Most of the stockholders remove from day-to-day operations known as agency costs. These costs arise mainly from the interest of principals as well as owners as agents and managers. Agency costs mainly include management spending money especially on prerequisites like superfluous corporate jets. Agency theory considers as value in analysis as well as design by non-managers compensation (Schroeder, Clark and Cathey 2011). Divergence of interests exists between manages as well as employees at the same time. Difference between extrinsic and intrinsic motivation in Strong Built Construction Company Intrinsic Motivation Extrinsic Motivation The literal meaning of intrinsic is internal or inside of oneself The literal meaning of extrinsic is external or outside of oneself Person who are intrinsically motivated, they enjoy activity as well as skill satisfaction in developmental for satisfaction of learning. It strides inwardly activities for competent activities (Riahi-Belkaoui 2012). Extrinsic Motivation is used frequently in and within society throughout lifetime. There is no particular inducement in case of intrinsic motivation as key behaviour in final outcome It depends upon the motivating factors in achieving as well as learning in regard with outcome It is important to consider the fact that argument lies in the difference between intrinsic as well as extrinsic motivation. Intrinsic motivation derives from self-concept, internal need as well as core beliefs and development in opposed to extrinsic motivators at the same time (Previts, Walton and Wolnizer 2011). Motives requires in additive in effective like motivating oneself in engaging towards behaviour. It continues as well as persists in a particular behaviour. Employees attitude to risk influence as their desired compensation package in Strong Built Construction Company Most of the organization continuously faces mounting competitive pressures as well as seeking ways for better quality assurance. Goals of organization are checking on sales volume, profits as well as innovation and quality for future employment growth. It takes substantial cuts for employment considerations (Libby, Libby and Short 2011). It accomplishes fewer employees calls in case of effective management of human resources. As far as employee compensation system, it focuses on managing human resources in better way. Employee compensation is one of the factors that play important role for employees as well as employers. Employees widely depend upon wages as well as salaries in the most appropriate way (Leung 2011). It provides large share in case of income as well as benefits in case of income and health security for the same. From the viewpoint of employers, compensation greatly influences cost of rendering business as well as ability in selling at competitive prices in product mar kets. Compensation decisions depend upon employee ability in competing for employees in the labour market. It depends upon the attitudes as well as behaviours by the employer (Kester 2012). Time period when employees receives financial benefit in Strong Built Construction Company Strong Built Construction Company engages in receiving financial benefits for employees working in the particular company. Employee benefits known as fringe benefits considers as indirect form of compensation (Horngren 2013). It provides healthy relationship between employers as well as employees. It requires competing with quality employees in global marketplace as well as rendering fair benefit packages on specified time. Employees receive compensation from Strong Built Construction Company in return of work performed on monthly basis. Compensation relates with all form of financial returns as well as tangible services and benefits as part of employment relationship in an overall manner (Hendriksen and Van Breda 2012). Financial returns depend widely on the base salary as well as short and long-term incentives. Strong Built Construction Company compensation practices have far-reaching effects especially on its competitive advantage. It requires developing competitive advantage in e ngaging in strategic plans as well as actions in desired form. Labour costs affects on competitive advantage in representing large portion of Strong Built Construction Company operation budget in the near future (Glautier, Morris and Underdown 2011). Role in fairness considerations in determining compensation Strong Built Construction Company should determine fair compensation packages for employees working in the particular business organization. This particular construction company perceives fairness of employee rewards for future analysis purpose (Freeman 2011). Idea of fairness determines for making extra effort in reaching towards organizational goals as well as objectives at the same time. It is important for Strong Built Construction Company in ensuring that their employees rewards rooted in case of principles of fairness. According to research, employees perception regarding fairness as well as equitable treatment drives towards core driver of retention. It directly relates with engagement as well as performance of employees in the particular construction company (Dyckman, Magee and Pfeiffer 2011). It requires creating climate of distrust as well as hostility. It erodes performance as well as employee commitment towards Strong Built Construction Company. It reduces willingness of employees in helping each other in need if unfair reorganization takes place in any form. It gives rise to increased unionizing activities as well as voluntary turnover and absenteeism. Employees working under Strong Built Construction Company should be given career development opportunities as well as healthy work atmosphere. Employees are liable in getting fair compensation plan as well as direction of organization. It should mitigate managers as well as supervisory conflicts in all possible forms (Duska, Duska and Ragatz 2011). Executive compensation committee in providing benefits in determining compensation Strong Built Construction Company establishes Executive Compensation Committee in determination of compensation. This particular committee is responsible in establishing as well as recommending to Board in compensation for Strong Built Construction Company (Devi and Hooper 2011). The main philosophy facts rely upon pay for performance. Committee needs to make compensation decisions on ad-hoc basis. Committee overarching compensation philosophy enables in assessing suitability as compensation program components in certain way. It ensures compensation for implementation for determination potential pay. Senior Executives requires paying at risk in comparison with lower level Executives at the same time. One of the important considerations includes incentives at short-term basis as well as longer-term in nature wise (Deegan and Unerman 2011). Structure of executive compensation in achieving best outcomes Strong Built Construction Company pays executive compensation and considers as complex as well as contentious subject. Hugh level of CEO involves in pay-setting process as well as related outcomes at the same time. It includes both managerial power as well as competitive market forces in an overall manner (Deegan and Unerman 2012). It explores on various characteristics in comparison with real-world compensation contracts in way of optimal contracting. It demonstrates compensation features based upon optimal contracting in the most appropriate way. Conclusion and Recommendations At the end of this part, it is concluded that Strong Built Construction Company requires checking on profit before taxes as presented in the financial statements. This report clearly points out elements of compensation packages used by Strong Built Construction Company in carrying out the business activities in desired form. It explains traditional agency theory in accordance to approaches to compensation as far as possible. This particular brings out real financial issues faced by Strong Built Construction Company for future analysis purpose. It explains differences between extrinsic as well as intrinsic motivation for the same. Conclusion At the end of the report, it is concluded that public appears ignorant in case of statute books as well as other document information. It is recommended in educating public on matters relating to duties as well as responsibilities of an auditor in improving the understanding of audit work. Standard auditor report expands disclaimer clauses for certifying guaranteed financial soundness of auditee at the same time. It is advisable in stating audit report in case of Compliance Officer. Auditors report ads up opinion as expressed by auditor and constructed guarantee of accuracy of financial statements. It includes users of financial statement like financial consultants, bankers as per gap in Ghana. Reference List Agyei, A., Aye, B.K. and Owusu-Yeboah, E., (2013). An assessment of audit expectation gap in Ghana.Int. J. Acad. Res. Account., Financ. Manage. Sci,3(4), pp.112-118. Albrecht, W., Stice, E., and Stice, J. (2011).Financial accounting. Mason, OH: Thomson/South-Western. Deegan, C. and Unerman, J. (2011).Financial accounting theory. Maidenhead, Berkshire: McGraw Hill Education. Deegan, C. and Unerman, J. (2012).Financial accounting theory. Maidenhead, Berkshire: McGraw Hill Education. Devi, S. and Hooper, K. (2011).Accounting in Asia. Bingley: Emerald. Duska, R., Duska, B., and Ragatz, J. (2011).Accounting ethics. Chichester, West Sussex, U.K.: Wiley-Blackwell. Dyckman, T., Magee, R., and Pfeiffer, G. (2011).Financial accounting. [Westmont, Ill.]: Cambridge Business Publishers. Freeman, R. (2011).Governmental and nonprofit accounting. Boston: Prentice Hall. Glautier, M., Morris, D., and Underdown, B. (2011).Accounting. Harlow, England: Financial Times/Prentice Hall/Pearson. Gold, A., Gronewold, U. and Pott, C., (2012). The ISA 700 auditor's report and the audit expectation gapDo explanations matter?.International Journal of Auditing,16(3), pp.286-307. Hendriksen, E. and Van Breda, M. (2012).Accounting theory. Homewood, IL: Irwin. Horngren, C. (2013).Financial accounting. Frenchs Forest, N.S.W.: Pearson Australia Group. Kester, R. (2012).Accounting theory and practice. New York: Ronald Press Co. Leung, D. (2011).Inside Accounting. Farnham, Surrey, England: Gower. Libby, R., Libby, P., and Short, D. (2011).Financial accounting. 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