Eat Well, Feel Better. the Link Between What We Eat and Our Mental Health

Eat well, feel better. The link between what we eat and our mental health. Table of contents 1 Introduction Page 2 1. 1 Background information Page 2 1. 2 Aim Page 2 1 Methodology Page 2 2. 3 Primary research Page 2 2. Secondary research Page 2 3 Findings Page 3 3. 1 What is mental illness Page 3 3. 2 The link between food and mental health Page 4 4 Conclusions Page 5 5 Recommendations Page 6 6 Bibliography Page 7 . Introduction 1. 1 Background Information In recent years there has been an increase of mental health problems in our society. According to the Department of Health(2012) one in four adults experience mental illness at some point during their lifetime and one in six experience symptoms of mental illness – thus making it the largest single cause of disability in our society. Many people choose to take control of their mental health by using self-help approaches alongside, or even instead of, prescribed medication and talking therapies.Making changes to diet and eat ing habits is just one approach that some people have used to help improve their mental well-being. The links between diet and mental health are less clearly understood than links between diet and physical health. There are some generally accepted trends and pieces of advice than can help when thinking about what you eat and drink. 1. 2 Aim This report is going to outline what mental health is and how it affects people. It is going to research how what you eat affects your mental health and how eating or not eating certain foods can contribute to a person’s mental wellbeing.It is also going to suggest the types of foods that are good to help maintain mental wellbeing and tell the reader why and how these foods make a person with mental health problems feel. 2. Methodology 2. 1Primary research The time allotted for this report did not allow for any accurate primary research to be done as this would have involved drawing up questionnaires, handing them out to a target group, co llecting them in and analysing the findings all of which would be a time consuming task. 2. 2 Secondary Research In the report secondary sources from various websites are the main source of information.There is limited information in books about this as it is a very current topic and websites such as www. mind. org and www. sustainweb. org have been carrying out research on this subject and have a lot of valuable information. 3. Findings 3. 1 what is mental illness Mental illness is a term used when someone experiences significant changes in their thinking, feelings or behavior. The changes are usually bad enough to affect how the person functions and can cause distress to them or to other people. It may cause Anxiety, Depression, Suicidal Thoughts, Sleep Deprivation and a general feeling of unease and despair.A person with a mental illness sees things differently than a person without a mental illness and something simple to a non-sufferer can be life changing to a sufferer and can lead to the illness taking over where it is a downwards spiral in to the depths of depression. This then become a vicious circle of depression leading to the sleep deprivation which in turn leads to anxiety attacks which can then lead to feelings of despair and maybe even suicidal thoughts which then brings the sufferer straight back to the beginning were they are anxious about what might happen next and starts the circle all over gain. 3. 2 Research According to Youngminds(2012) there is increasing evidence of a link between what we eat and how we feel. This is called the ‘food – mood’ connection. How we feel influences what we choose to eat or drink and vice versa – and a healthy diet can help to protect our mental health. Mental health problems are believed to be the result of a combination of factors, including age, genetics and environmental factors. One of the most obvious, yet under-recognised factors in the development of major trends in mental he alth is the role of nutrition.Sustain(2010) indicates that a balanced mood and feelings of well-being can be helped by ensuring that our diet provides adequate amounts of certain foods such as foods that contain;- * Complex carbohydrates, Glucose from the carbohydrates we eat provides the brain’s main source of fuel. Without this fuel, we can’t think clearly. Some carbs are better than others. Sugar, white pasta and biscuits will only give you a short burst of energy. You'll feel tired and grumpy when the sugar high wears off and for someone with mental health issues this could then trigger a series of emotions. . If you eat lots of sugary foods, fizzy drinks and stimulants such as coffee, tea or alcohol, your blood sugar levels go up and down. This can make you irritable, anxious, and dizzy, it can also lead to poor concentration and aggressive behaviour. Complex carbohydrates†, such as wholegrain, beans and vegetables, are a better choice because they give you sustained energy and you don’t get that come down feeling when they wear off. * Essential fats, Essential fats, found mainly in oily fish, seeds and nuts, cannot be made within the body, so we have to get them from food.Sixty per cent of the brain is made of fat, and the fats we eat directly affect its structure. A lack of omega-3 fatty acids has been linked to various mental health problems, including depression and lack of concentration. * Amino acids, Proteins found mainly in meat, fish and soya products are broken down in the body to be used as amino acids, which are vital to good mental health. Brain messengers are made in the body from the proteins that we eat. If we don't get enough amino acids it can lead to feelings of depression, apathy, lack of motivation or tension. * Vitamins and mineralsVitamins such as b ,c , e and folate along with minerals such as zinc and magnesium which are found in foods such as green leafy vegetables ,eggs ,red meat ,yeasts ,nuts, whole g rains and fruits are all good to help combat mental health issues. * Water is also very good. This is also backed up by information given by Youngminds(2012) and sustain(2012). This is, of course, the same type of healthy balanced diet that is widely recommended to reduce our risk of developing coronary heart disease, strokes, a range of cancers, diabetes and a number of digestive disorders and conditions.The diet that would give us the right amount and balance of these nutrients would contain: * lots of different vegetables and fruit * a wide variety of whole grains, * nuts, seeds and legumes, * and some occasional oily fish, lean meat and dairy products. Mind(2012) says the body of evidence linking diet and mental health is growing at a rapid pace. As well as its impact on short and long-term mental health, the evidence indicates that food plays an important contributing role in the development, management and prevention of specific mental health problems such as * depression, sch izophrenia, * attention deficit hyperactivity disorder(ADHD), * Alzheimer’s disease. This is also backed up by sustain(2010) and mentalhealthfoundation(2012). The evidence so far does not show that these conditions can be prevented or cured by diet alone. However, evidence is accumulating that the combination of polyunsaturated fats, minerals and vitamins may help to: †¢relieve the symptoms of some mental illnesses; †¢improve the effectiveness of medication for some conditions; and †¢reduce the unpleasant side-effects of some medications.Comfort eating is another symptom of mental health issues, eating or drinking the foods that give false highs but also bring that depressed low feeling when the effects of the chemicals released in the brain ware off. Mind(2012) states If you eat lots of sugary foods, fizzy drinks and stimulants such as coffee, tea or alcohol, your blood sugar levels go up and down. This can make you irritable, anxious, and dizzy, It can also l ead to poor concentration and aggressive behaviour.Even with all the information that is out there not many people realise the link between food and mental health. Mentalhealthfeedingminds(2012) states that the role of diet in the nation’s mental health has yet to be fully understood and embraced, and shifts in policy and practice have been slow to materialise. Possible reasons include a lack of awareness of the evidence, scepticism as to its quality and vested interests in other treatments and approaches. 4. ConclusionsThe aim of this report was to show the link between food and mental health and to show how certain foods effect how we feel. Whilst researching this topic the author found that there is a definite link between food and mental health although not enough research has been done in this area to allow for an extensive report to be carried out. The websites that have researched this issue are trusted and credible websites but they lack the resources to investigate f urther or carry out primary research on this matter. 5. RecommendationsA recommendation would be for extensive medical research to be carried out in this area with doctors and nutritionist working together to teach people with mental health issues how to help themselves by maintaining a healthy and balanced diet. Also primary research should be done on a target group of people with mental health issues were they keep a food diary of what they eat for a period of time noting how they felt and if there was an improvement on their mental health. References Bibliography * Departmentofhealth. (2012)Mentalhealth. Available from. www. dh. gov. uk. (Accessed02/10/2012). Ispsuk. (2012). What is mental illness and what is mental health? Availablefrom. www. ispsuk. org(2012. Accessed. 04/10/2012 * Mentalhealthintheuk. (2012). Mindguidetofoodandmood. Available from. www. mentalhealthintheuk. co. uk/Mindguidetofood. pdf. Accessed02/10/2012 * Mentalhealthfoundation. (2012). DietandMentalHealth. A vailablefromwww. mentalhealth. org. uk/help-information/mental-health-a-z/D/diet. 2012. Accessed. 04/10/2012 * Mentalhealthy. (2012). Self-help Depression Availablefrom;www. mentalhealthy. co. uk/lifestyle/mind-food/food-for-good-mental-health. Accessed03. 0. 2012 * Mindforbettermentalhealth. (2012). Mind guide to food and mood. Availablefrom;www. mind. org. uk/help/medical_and_alternative_care/food_and_mood-the_mind_guide. Accessed. 02. 10. 2012. * Sustainweb. (2010). Howarefoodandmentalhealthrelated? Availablefrom;. www. sustainweb. org/foodandmentalhealth. Accessed. 02/10/2012. * Youngminds. (2012). Youngmindsthevoiceofyoungpeoplesmentalhealthandwellbeing. availablefrom;http://www. youngminds. org. uk/for_children_young_people/better_mental_health/look_after_your_body? gclid=CJWfjqiRurMCFUVZ3godwEEAFQ. A ccessed. 02. 10. 2012.

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When establishments, businesses and organizations are prosperous and very successful, barely anyone anticipates that someday they would fall down. Instead, people tend to envision a more dynamic, booming and more successful business whose position would seem stable that no problem can shake it down. This is exactly the case with the Barings Bank. After its share of success, the bank failed due to organizational architecture.The debacle of the Barings Bank, also called the â€Å"Queen’s Bank† (FundingUniverse, n. d.), became one of the hot topics when it comes to banking, finance, economics and management. The case shows an example of how one powerful company can be ruined by its shortcomings.The Barings Bank achieved success for a long time and was even respected as it was the United Kingdom’s oldest merchant bank (Sungard, 2009). It was established by a team of brothers, Francis and John, in London during the 1700s. During the Napoleonic Wars, the company financ ed military campaigns in Britain and helped France to recover financially.The company was also known for assisting America in buying Louisiana from France. Prosperity also rained down when the bank went into international trade (FundingUniverse, n. d. ). Barings Bank has $900 million in capital, but its share of success suddenly went to a halt in 1995 when it suffered from unauthorized trading losses which amounted to $1 billion (Sungard, 2009). Some experts say that the losses showed the ineffective controls and inappropriate incentives within the company (Hentschel and Smith, 1996).Others think that the demise was a result of financial risk management that went wrong (Riskglossary. com, 1996). For whatever reason, the person responsible behind the bank’s demise was Nick Leeson, a trader promoted as general manager in the Singapore branch. Although he was capable of making millions for the company, he got involved in unauthorized trading activities that initially went unnoti ced because he handled trading and back office functions (Sungard, 2009). Leeson traded and made mistakes which the bank’s management did not notice. The more bets Leeson made, the more money he lost.This indicates that Leeson, who has gained much power and authority, has acted outside the bank’s official authority and worked not in the best interests of the bank’s owners (Hentschel and Smith, 1996). This kind of problem occurs in different settings wherein employees, shareholders and senior management have different interests. It occurs when an agent such as Leeson enjoys private incentives to stray from things that would maximize the company’s value. Also, the structure of the organization can affect employee’s incentives. Thus it can worsen or control the problems.Three facets of organizational architecture that have effects are reward systems, decision rights and control systems. In reward systems, a compensation package must be readily availab le and must have â€Å"strong incentive components. † In Leeson’s case, however, the objective is to generate profits and not to stabilize firm value. Compensation based on the contract’s payoff can have bad side effects. Decision rights, on the other hand, indicate that decision rights must be allocated to treasury employees so that internal controls at low cost will be improved.However, traders and dealers like Leeson have extensive decision rights over their positions. Meanwhile, control systems in the Barings Bank case failed because a difficulty in monitoring within the company existed. The senior management at Barings Bank claimed that they were unaware of Leeson’s activities. To prevent such cases there should be strict control and supervision on business activities. The company could have set position limits so that traders and dealers will not be able to abuse their positions. Another shortcoming of Barings Bank was that it did not separate settl ement and trading responsibilities.Otherwise the company could have monitored all sorts of activities because the separation can facilitate agreement with the set position limits (Hentschel and Smith, 1996). The failure of Barings Bank was attributed to its organizational architecture. Nick Leeson, a trader whose losses caused the bank to go into bankruptcy, worked to generate profits. The power and authority that came with his position blinded him into making bets that he did not win. The bank, on the other hand, failed to make careful control and monitoring over the activities done on its part. References FundingUniverse.(n. d. ). Barings PLC. Retrieved January 8, 2009, from http://www. fundinguniverse. com/company-histories/Barings-PLC-Company-History. html Hentschel, L. and Smith, C. W. (1996). Derivatives regulation: Implications for Central Banks. Retrieved January 8, 2009, from http://www. simon. rochester. edu/fac/Hentschel/PDFs/DRICB. pdf Riskglossary. com. (1996). Barings debacle. Retrieved January 8, 2009, from http://www. riskglossary. com/link/barings_debacle. htm Sungard. (2009). Barings Bank. Retrieved January 8, 2009, from http://www3. sungard. com/bancware/default. aspx? id=4704

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Case Study - Essay Example Regarding health care, the country has five primary care providers. From these five primary care providers, only one specializes in geriatric care and there is one 54-bed long-term nursing care facility located in the northern region. There is no public transit system because of rural roads. However, residents may call a hospital shuttle program if they need transportation to a physicians appointment. Mr. Thompson, a nurse in community health, and his committee are aware that as the baby-boomer population ages, health care professionals need to prepare for a rapid increase in the number of people older than 65 years of age. The committees purpose is to make suggestions to the health department and county officials about how to prepare for the influx in health services that will be needed for these older adults. For Mr. Thompson to assess the communitys knowledge and beliefs, values and sentiments, goals and perceived needs, norms, problem-solving processes, power, leadership, and influence structures, he should engage in personal interactions with the people in the community. He can do this while attending community events from which he knew interactions will happen. Taking down notes while or after conversing with community members can also be a good method. Aside from interactions or interviews, he could also acquire available written records which might be helpful or may serve as support in his data generation. To maintain an analytical edge during data generation, his self-conscious, reflexive effort will be needed. He should also be mindful with the objective of his study and ensure its congruence with the data that he is generating (Allen and Lyne,

Choosing the best method Essay Example for Free

Choosing the best method Essay Two approaches to the development of automation for organization that are moving from a manual system have been adopted. An organization moving from an old system may choose to either develop their own or buy an already made system. There are several issue involved in deciding on whether to buy or to build a system and thus every organization must look at these factors keenly before making a decision as it has a great bearing on the effectiveness of the organization in meeting the needs of its customers and their expectation at the time of implementation and in future. Furthermore, such strategic decisions that affect an organizations future invariably have an effect on almost all aspects of the organization including the stakeholders. Development of in-house software requires long term commitment in terms of resources and time from developers who often have too much to do and not enough time (Jenny, 2004). On the other hand, if a company decides to purchase the software it effectively enters a long term business relation with a vendor who not only charge high amounts for the purchase of the license but a considerable chunk of the organizations finances will be directed towards the customization and installation of the software. The organization which is medium sized and in its active growth period faces a tough decision on the implementation of the software especially in consideration of the relative advantages and disadvantages of each approach. The advantages of building an automated help desk support system may include the reduction of the cost involved, moreover the organizations labor force are presented with a chance to understand the in details with regards to the working of the automated support system. Furthermore, the need for training of supports staff for information technology is eliminated as they are responsible for the systems existence and are thus well conversant on its operations. On the other hand, the disadvantage may include the need for IT labor can be significant in the organizations budget, furthermore the approach does not have any form of guarantee that will help the organization in recovery in case the system crashes as they are solely responsible for the existence and maintenance of the system. In addition, the approach is associated with a considerable amount of pain experienced by the customers and the end users of the system in case of system malfunction or lapse in performance. Lastly the building process can be so demanding on an in-house IT department or team that is not well conversed with the application that the organization intends to come up with. A decision to buy the office help support system involves a thorough survey and the calculation of the total cost involved in ownership, determination of the best software company and product and the actual purchase of the automated office support system (Coldwell, 1999). The determination of what the company needs is a very critical part in the decision making process as most individuals and executive often fail at this phase and instead state what the organizations wants. Moreover, the considerations on the financial stability of the software company and their level of experience all come in handy in the decision making process. After the determination of all these, the focus hen shifts to what the organization needs after which a purchase is made. Some of the benefits associated with this approach include increase in user satisfaction, well developed user support, reduced need for internal help support and easy access to support any time of the day. The disadvantages may include increased cost associated with training of staff on the use of the new software, furthermore the process of buying which is quite length may ignore some aspects leading to the purchase of a poor help support system. Lastly, customization of the systems to meet the needs of the customers is done by an outsider which often lead to conflict of interest.

Mobile Phone Industry PESTEL and SWOT

Mobile Phone Industry PESTEL and SWOT 1. INTRODUCTION This report will critically analyse the external environment of the mobile phone operators industry with the application of appropriate strategy tools including PESTEL and Michael Porters five forces models. An immediate result of this would be the identification of opportunities and threats that may arise from change in environmental factors and assessment of the attractiveness of the industry respectively. The report will also analyse critically, the strategic capability of Vodafone, also applying appropriate strategy tools resulting in the identification of key strengths and weaknesses of the firm. The aim here will be to identify and discuss the core competences the firm possesses. To aid the analysis, the report will draw on information from various sources such as: The Vodafone case study on page 557 in the main textbook by Johnson, Scholes and Whittington, Exploring Strategy 9th Edition, Prentice Hall, 2011. Other sources include Keynotes, Mintel and Magazines. 2. QUESTION ONE: PESTEL, KEY DRIVERS AND MICHAEL PORTERS 5 FORCES 2.1 PESTEL The PESTEL framework is used for the analysis and according to Johnson, Scholes and Whittington (2011), â€Å"it provides a comprehensive list of influences on the possible success or failure of particular strategies†. Discussed below are a few issues of PESTEL, please see appendix for other issues. (P)olitical/Legal factors Governments privatisation(through Ofcom) of the national telephone company, BT, compelling it to allow access to its network (via Openreach) for voice and broadband. This has helped to break down BTs monopoly thereby creating an opportunity for mobile operators to operate and at competitive rates.(case study p.558) (E)conomic factors The UK economy has still not fully recovered from the financial crisis of 2008, recovering even slower than other countries amidst huge government resuscitation efforts and even consumer spending is expected to decline by 0.6 per capita in 2011(the Telegraph, May 2011).This is a threat to the industry as, the slower the economic recovery, the slower the market growth for the mobile operators industry. Though the case study(p.558) says that personal disposal income growth as experienced between 2002 and 2007 was forecasted to resume in the future, recent developments suggest otherwise. Now the future is here, reports say household incomes are falling(NewStatesman, May  ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­Ã‚ ­2011 and Mail Online, May 2011 ). This is a threat to the mobile industry as it means less income at the disposal of households, hence less subscribers to its services. (S)ocial factors Consumer need for converged services, such as mobile telephony, fixed line telephony, television and broadband internet, was increasing(case study p.558). This means an opportunity for mobile operators to expand their market as more people are coming on board with this convergence need which could be a result of the plunge in disposable income so people want all services in one and pay a lower lump sum for all in a bid to ration their income. A decline in UK fixed line telephone market as households were becoming â€Å"mobile-only† users. This is an opportunity for mobile operators to capture the market share of fixed line telephone operators in a bid to expand theirs. Consumer perceived prestige that comes with owning smartphones is an industry opportunity. For example, everyone wants to have an IPhone, HTC or Blackberry because they are ‘cool or for other reasons, so operators in the industry can capitalize on this and increase their market share by offering cheap deals. Consumer ‘hype for new and modern technologies as everyone wants to have the latest ‘thing in technology. This would create an opportunity for the industry to capitalize on and expand their market share. (T)echnological factors Development of new technologies, IP(Internet Protocol) for voice, data and video transmission(case study p.557). The dynamic nature of technology is posing a threat as operators may be stuck with obsolete technology thereby facing a challenge to be pro-active in order to retain market share and keep churn rates at bay. Continued upgrading of speeds over mobile networks poses a threat as operators have to keep up with the upgrading of speeds because they might loose customers to service providers who can offer better speeds. (E)nvironmental factors As a result of advancement in telecommunications technology, mobile operators have to replace network equipments and hazardous wastes(masts, cables, construction waste etc)frequently. Mobile operators are then faced with the challenge of finding energy efficient ways of recycling which may also be capital intensive, altogether posing a threat. (L)egal factors Ofcoms issuance of licences for additional mobile network operators will pose a threat to incumbent operators( as their market share is threatened) and be an opportunity to potential operators as this will lower entry barriers for them. Elaborate legal contracts can also be a threat to the industry as lots of legal obligations have to be satisfied prior to and after entry. Drawing up different phone contracts for different mobile packages can prove challenging for the operators. 2.2 KEY DRIVERS FOR CHANGE Socio-cultural issue: Consumer need for converged services: Consumer needs(which has led Virgin Media to provide multiple services such as the ‘quad play and others providing the triple play) change from time to time and even some firms will try to create the needs for the consumers thereby pushing the industry towards finding ways to satisfy these needs as the market expands. This is one of the major drivers of change for the industry. Technological issue: Development of new Technologies: The dynamic nature of technology will keep operators findings ways to stay ahead of competitors by developing new technologies such as the IP, digitising high-speed distribution of voice, data and video over multiple networks. 2.3 MICHAEL PORTERS 5 FORCES ANALYSIS a.Threat of entry: (low) The barrier of initial capital cost of entry may be daunting but the regulatory changes in the UK communications industry by Ofcom saw the issuance of licences to more mobile operators and also allowing MVNOs to lease network capacity without the capital cost of building their own hence reducing barriers to entry. This has also led to increase in the number of competitors. b. Threat of substitutes: (low/moderate) Considering the advantages of mobile connections (make calls, sending messages/data, music etc), substitutes would be the fixed line connections, skype(or VOIP) on broadband, radio airwaves, phone booths or simply go without. With the fixed line connections, Ofcom reported that the number of lines dropped from 34.9million in 2003 to 33million in 2009. Call minutes had also decreased by 15% from 167billion to 138billion over the same period with mobile minutes expected to exceed fixed line minutes in 2010(Case study p.558). A report on Broadband news also says that mobile broadband will overtake fixed line connections in 2011.(Broadband Choices 2009). It is likely that the trend will continue in this way, considering the convenience offered by mobile connections, of being able to make a call on the move. c. Competitive rivalry: (high) One of the aims of Ofcom is to ensure healthy competition among operators which saw a rapid growth in the number of competitors. The major competitors in the industry are Vodafone, Telefonica O2, Orange, 3 UK and Tmobile plus lots of MVNOs. According to the case study, wireless operator margins in the UK were up because of strong competition(p.559). d. Buyer power: (moderate) The main buyers from the industry are households(individuals) and businesses. According to case study(p.559), average churn(customer switching) rates in the market was 20% annually due to the introduction of number portability in 2007 and competitive tactics such as subsidising handsets for subscribers. Customers would switch operators for better offers or added value for their money. To counter this churn rate, most operators have found a way to switch post-paid customers to longer contracts of 18months or even 24months as at 2009. A recent 2011 report (Sim-only deals, 2011) highlights other reasons for low switching rates including providers loyalty programme and value for money SIM only deals which altogether gives them the power to make customers stay. e. Supplier power: (moderate) The main suppliers to the industry would be the handset makers and Ofcom. Major handset suppliers such as Nokia with 40% of UK handset market and Samsung,21%, supply handsets to the industry under global contracts(case study p.559). There are more suppliers today including Apple, which is another fast growing supplier as their phones are deemed trendy and a must-have because of its innovative features. Sony-Ericsson, Samsung are among the loads of others. The case study p.559 says mobile handset sales had experienced a decline in 2009 as UK wireless operators started to offer sim-only plans which allow consumers to retain their current handset and pay lower monthly tariffs. Ofcom on the other hand is the sole provider of spectrum. ATTRACTIVENESS: Based on the evidences from the five forces, the report concludes that the industry is attractive. This being that, though rivalry is high, but other threats and powers are low. Essentially incumbents or new operators can then focus only on competition and worry less about powers and other threats. 3 QUESTION TWO: STRATEGIC CAPABILITIES OF VODAFONE According to Johnson et al.(2011), Strategic capabilities are capabilities of an organization that contribute to its long-term survival or competitive advantage made up of two components: Resources, which are assets the company has or can call upon and Competenceswhich are ways in which those assets are used or deployed effectively. 3.1 RESOURCES AND COMPETENCES Human Resources Vodafone has had a history of experienced CEOs including Arun Sarin(resource), who was skilled in achieving growth in developing markets(competence/strength). Also, Gary Laurence(resource), head of Vodafone UK, appointed CEO in September 2008 was known for his ability to identify strategic options(competence/strength) and the current CEO, Vittorio Colao(resource) who succeeded Arun in 2008 is known for strong reputation as cost cutter.(competence/strength). (Case study page 563) Vodafones partnership with BT(resource) hosting BTs MVNO, allowed it to provide services to corporations.(competence/strength). It started a joint venture with O2(resources) which enabled it to extend its fixed-line network.(competence/strength). Vodafone, in its target of business travelers with passport services(resources), was able to offer home country voice rates while roaming in Europe and mobile data services for  £10 a day(competence/strength).(case study page 563) Financial Resources Financial Performance of Vodafone: (a) ROCE(Return on Capital Employed): measures the returns made from all forms of resources or capital employed in the business. Vodafones resources are the capital employed and its competence is shown in the amount of returns generated from utilization these capital. Vodafones ROCE plunged by 3.73% to give a ROCE in 2010 of 19.85. This may be slightly better than industry average but it shows a weakness to efficiently utilise resources to yield maximum profits. Vodafone 2010 2009 Industry ROCE 19.85 20.59 19.48 Source. Morning Star Stock Report. (b) Current ratio:   measures a companys efficiency at meeting its short term obligations. A good ratio would be for current liabilities to be covered at least once but Vodafones current assets(resources) can barely cover 50% of its liabilities in 2010 though it improved from previous year. On the whole, this is a weakness as the company is low on liquidity and incurring too much liabilities in terms of its short term borrowings. Vodafone Plc 2010 2009 Industry Current Ratio 0.50:1 0.47:1 Source: Morning Star Stock Report. (c) Net Gearing: shows the proportion of debt within a companys overall capital. The table below shows that Vodafones net gearing has declined from 40.67% in 2009 to 37.76% in 2010. Overall for the industry borrowing is about 40% of total capital. The reduction therefore for Vodafone is good as its means a reduction in finance costs too. Vodafone 2010 2009 Industry Net Gearing ratio 37.76% 40.67% 39.40% Source: Morning Star Stock Report. (d) Interest cover: explains Vodafones ability to service its debt. From the table below, it appears Vodafone makes enough profits to service it finance costs as it has been able to increase its interest cover to 7.51times in 2010 from 7.03times in 2009. This may not be a core competence but it is a strength for Vodafone. Vodafone 2010 2009 Interest cover 7.51 times 7.03 times Source: Morning Star Stock Report. Physical Resources Vodafone makes heavy investments in the marketing of its Product brands (competence/strength) which includes, landline solutions and mobile telephony, mobile broadband and secure employee remote access(resources), making them well known.(Vodafone website). It invests also in the marketing (competence/strength) of 3G dongles or cards(resources) for internet connection giving it the largest share of 3G subscribers. Vodafone used wholesale services to distribute its fixed voice and broadband (resources) but its prices were too high giving it only a few customers(weakness). Another of its products is the Vodafone-at-home(resources), with which it competed with fixed line providers by offering fixed line prices when customers call from within or near their home(competence/strength). Core Competences For the sake of this report, the core competences identified are Vodafones CEOs. They have been exceptional with what they bring to the table and how their expertise has been able to transform the company. Vodafone UK CEO, Gary Laurence has been formidable in terms of identifying strategic options available to the company such as successful alliances and joint venture with likes of BT and O2. Heavy investment in the marketing of its products giving it largest share of 3G subscribers is another core competence. 3.2 VODAFONE VALUE CHAIN Primary Activities Inbound logistics: Vodafone possesses its own network equipments, backbones and infrastructure to provide various communication services, and purchasing of handsets (Annual Reports 2010, p.21). Now, its in a network sharing agreement (sharing masts, sites and towers) with O2 covering the UK and 4 European countries,.(case study page 559, Guardian March 2009)., Another inbound logistic is the ownership of spectrum. Spectrum is of particular importance to the mobile phone and mobile broadband industry, which relies on it to carry information between customers handsets and mobile masts. Vodafone spectrum is 1800MHz. (Ofcom report, Feb 2011). Operations: All Vodafone operations are based on in-house infrastructure. Vodafones operations is dependent on its people, infrastructure and financial resources. Its logistics operations (which provides a variety of value-added services), evolves from a single, purpose built site in West Midlands.(Unipartlogistics.com) Out-bound logistics: Vodafone has consumer on-line purchasing systems in place that allow customers to purchase its services directly(Vodafone website). It also has its own billing system. Marketing and Sales: Vodafone has several own branded and other retail chains that it uses in distribution. According to the case   study(page 563), Vodafone invests a lot in marketing in all markets whilst promoting its brand and also sponsors Formula 1 and England cricket sports. Services: Its all encompassing website enables customer online ordering and feedback monitoring.(source).Vodafone has customer services helpline that offer after sales  services and it also offers services to MVNOs such as Lebara mobile, Asda mobile, Talk mobile(Carphone Warehouse) and BT mobile(http://ukmobilecoverage.co.uk/), Support Activities Infrastructure: Vodafones mode of expansion was the formation of a joint venture with O2(case study p.559) to manage its mobile network and share network covering 4 European countries and the UK. It also leases BTs fixed line services and hosts BTs MVNO.(case study p.562) Human Resource Management: Vodafone depends on its employees for the quality of its services to customers. It ensures an inclusive working environment and encourages innovation, ambition and pro-activeness. Vodafone encourages enthusiasm, talent and commitment in its employees in order to build and maintain its success and stay competitive.(Vodafone, Our people). Technology and Development: Vodafone owns internet portals which enables on-line ordering. Also, continuous RD helps the company to incubate and deliver innovation to the business. (Annual Report, 2010. p.20) Procurement: Vodafone, like other networks, purchases branded handsets from suppliers. Vodafone holds several training courses for its procurement team for efficient management of supplier performance. CONCLUSION SWOT MATRIX STRENGTHS 1. Experienced CEOs(UK CEO, Gary Laurence). 2. Partnership with BT and O2. 3.Offering home country voice rates abroad. 4.Heavy investment in marketing. 5.Vodafone at home 6. Good Interest Cover 7. Reduced borrowing WEAKNESSES 1.Low level of liquidity 2.Inability to increase ROCE 3.High prices and inefficient channel of distribution for fixed voice and broadband. OPPORTUNITIES 1. Governments privatization of Ofcom. 2. Consumer need for converged services. 3. Decline in Fixed line telephone market 4. 2012 Olympics 5. Consumer demand for smart phones 6. Consumer hype for modern technology 7. Ofcom issuance of entry license THREATS 1.Slow economic recovery from recession 2.Decline in disposable income 3.Immigration cap 4.Health issues in areas of mobile masts. 5.Customer switching rates. 6.Development of new technologies 7.Capital intensive recycling 8.Ofcoms issuance of entry license 9.Elaborate legal contarcts From all facts assessed in the report and also information from the case study and Vodafone accounts, it is indeed evident that Vodafone is struggling to develop a total communications strategy to enable it to secure leadership   in the rapidly growing market for high speed internet services in its UK home market due to the fact that it actually cannot improve its core activities in order to gain competitive advantage.

Reactions of Copper and Percent Yield

Reactions of Copper and Percent Yield Purpose-The purpose of this experiment is to examine the chemistry of copper and with the concept of percent yield. /2 Procedure- CHEM16882, Applied Chemistry1 Laboratory Manual Experiment no.6 posted on slate/Sheridan college, Brampton (accessed on 20.feb.2017) (1). /2 Observations Create your own data table for quantitative data. The table must include all the measurements you recorded in the laboratory; it must have a table number and title. Answer- Table for quantitative data measured while conducting the experiment. Compound Mass(+ /- 0.0001g) Initial weight of copper 0.5189g Final weight of copper 0.5651g Weight of 250 ml empty beaker 117.29g Evaporating dish 56.2529g Final weight of copper + evaporating dish 56.8180g /4 In table format record qualitative observations for each of the five reactions. All observations must be written in complete sentences. The table(s) must have a table number and title. Answer-Table 1. Reaction 1. Cu + Physical state The physical state of copper is solid. The physical state of Nitric acid is liquid. Copper2 nitrate is liquid in nature. Nitrogen dioxide is a gas. Water i.e. dihydrogen monoxide O ) is a Liquid. Color The color of copper is brown Nitric acid is clear. Copper 2 nitrate is in Blue green color. Nitrogen dioxide is in brownish shade Dihydrogen monoxide is Clear. ADDITIONAL OBSERVATION-Heat is generated during this experiment. Table 2. Reaction 2. Cu Physical state The physical state of copper nitrate is Liquid. The physical state of sodium hydroxide is Liquid. Copper hydroxide is Solid in nature. Sodium nitrate is in Liquid form. Color It is in Blue green color. It is Clear. It is Black in color. It is in Dark blue color. ADDITIONAL OBSERVATION-Blue precipitates are formed when NaOH is added. Table 3. Reaction3. Cu Physical state The physical state of copper hydroxide is Solid. Copper hydroxide is Solid. The physical state of dihydrogen monoxide is Solid. Color It is Dark blue in color. It is in Black color. Table 4. Reaction 4. CuO + Physical state The physical state of copper hydroxide is solid. Sulphur acid is in Liquid form. Copper hydroxide is liquid. The physical state of dihydrogen monoxide is Solid. Color It is in Blackish tone. It is Colorless. It is Light blue in color. Table 5. Reaction 5. Cu Physical state The physical state of copper sulphate is Liquid. Zinc is a Solid. Zinc sulphate is solid in nature. Copper is in Solid form. Color It is Black in color. It is Silver in color. It is Colorless. It is Reddish/brown in color. ADDITIONAL OBSERVATION-Heat is generated during this reaction. Write balanced chemical equations for each of the five reactions. Identify and name the product(s) for each reaction. State whether the product is a solid, liquid or gas. Answer-Reaction 1 Reaction 2 Reaction 3 Reaction 4 Reaction 5 /5 For each of the five reactions, identify the type(s) of reaction each is. Your choices are: decomposition reaction, oxidation-reduction reaction, acid-base reaction, combustion reaction, single displacement reaction, double displacement reaction and synthesis reaction. Answer- Reaction 1. It is a decomposition reaction. Reaction 2. It is a double displacement reaction. Reaction 3. It is single displacement reaction. Reaction 4. It is Acid Base Reaction. Reaction 5. It is a Redox Reaction i.e. oxidation reduction reaction because zinc loses 2 of its electrons and copper gains 2 electrons. /3 Calculations All calculations must show the equation used (typed with equation editor), units must be present with all numbers and the final answer must be recorded with the correct number of significant figures. 1. Calculate the % yield of Cu at the end of the five reaction steps. (This could also be referred to as the % recovery of Cu.) Show ALL calculations. Answer- Actual mass of copper=0.5189g Final mass of copper obtained= Mass of evaporating dish and copper (g) Mass of empty flat evaporating dish(g) =56.8180g-56.2529g=0.5651g=0.56g Percentage yield %= = /3 2. For Reaction 1 between Cu and HNO3, calculate the theoretical yield of Cu(NO3)2 in grams. Answer- Reaction 1. Molecular mass of Cu =63.546g/mol Molecular mass of HN=63.01284g/mol Molecular mass of =187.554g/mol Mole of Cu = Theoretical yield of = /3 3. For Reaction 1 between Cu and HNO3, confirm that HNO3 was present in excess. (Show a calculation to support your answer) Answer- Reaction 1. Molecular mass of Cu =63.546g/mol Molecular mass of HN=63.01284g/mol Molecular mass of =187.554g/mol Mole of Cu = Theoretical yield of = /2 4. For Reaction 2, calculate how many moles of NaOH you added. Answer- Reaction 2 Molecular mass of =187.54g/mol Mole of NaOH=1.4g /2 Questions What compound was being removed in the procedural step where 150 mL of hot R.O. water was added to the solid CuO precipitate? Do you think that all of this compound was removed by this washing? How could this error affect your percent yield? How could this error be minimized? Answer-Hydroxide atoms was being removed in the step of procedure where 150 ml hot water was added to CuO solid precipitate. No, I dont think so that all of compound was taken off by washing it. Some particles were added by human error, which resulted in increased amount of the product which affected the final result i.e. percent yield of copper. The chances of error can be reduced by various methods. One such method is by making some changes in procedure i.e. washing of precipitates entirely until the particles are removed thoroughly or by increasing dissolution process. /6 2. List two errors that could increase your % yield and two errors that could decrease % yield. Describe one of each type in details. Answer Two errors that may occur during conducting the experiment which could increase the % yield of copper are as follows-: By human error, i.e. while washing method some of the water cannot be removed from NaNO3 particles from copper hydroxide particles which will result in increased mass of final product. In the final result we got more mass than the actual mass because zinc does not fully react with CuSO4. Some particles still remain inside with the copper. Two errors that may occur during the experiment which could decrease %yield are as follows-: Some particles remain left inside the beaker while transferring from one to another which reduced the weight resulted in %yield. Some particles get transferred into the beaker with water and there was loss in the weight which affected the result and we get more mass than actual mass value. /8 Conclusion(s) /3 To sum up, the final mass of copper which is obtained after performing the experiment was greater than the initial copper mass. Reference(s) 1.https://slate.sheridancollege.ca/d2l/le/content/348286/viewContent/5357151/View (accessed on 20.feb.2017) 2. AC1 Experiment 6/Template_Copper Percent Yield, Ques 2. /2 Teacher Evaluation (Students leave this part blank) Overall organization of lab report: formatting of chemical and mathematical equations; clarity of answers; spelling and grammar; attention to details; completed cover sheet; use of headers and footers. Laboratory performance: punctuality; time management; team work; attention to safety; use of personal protection equipment; using appropriate lab techniques; preparation of lab data book in advance of the lab; cleanup of lab work area. /5 Total laboratory grade: /55 Professors suggestions for improvement:

Budget Deficit & National Debt :: essays research papers

The purpose of this paper is to discuss the short- and long-term effects of current budget deficits and the nation debt. In order to do this; I first had to find out exactly what they were. I will also discuss whether I think the government should operate with a balanced budget. Budget deficit is the amount by which total government spending is more than government income during a specified period; the amount of money which the government has to raise by borrowing or currency emission in order to make up for the shortfall in tax revenues. National debt denotes the total sum of the outstanding debt obligations of a country's central government. I discovered that many people use the term somewhat more broadly to refer to the total indebtedness of all levels of government, including regional and local governments and sometimes also the indebtedness of government owned business entities such as local transit and communications systems or nationalized industries as well. The national debt represents the accumulated total of all the government budget deficits of past years, less the accumulated total of all the government budget surpluses of past years. In the United States, the national debt consists almost entirely of interest-bearing "IOU" instruments that are usually re-sellable on organized financial markets such as, for example, U.S. bonds, U.S. treasury notes, and U.S. treasury bills. These IOUs are originally purchased from the Treasury by private individuals, private corporations, insurance companies, pen sion funds and banks (both inside the United States and outside its borders), and the Treasury then uses the money it raised to bridge its spending gap when its budget is in deficit. The Treasury also sells IOUs to other Federal agencies that operate so-called trust funds -- primarily the Social Security Administration and other Federal retirement programs. The complication here is that since this is money that the government "owes to itself," it is not counted as part of the national debt in any realistic system of accounting. I find this to be really strange. Money to pay the annual interest owed to the owners of the government's debt instruments has to be provided through appropriations in every year's Federal budget. These interest payments on the national debt constitute as one of the largest spending categories in the budget. Gross Domestic Product (GDP) is an estimate of the total money value of the entire final goods and services produced in a given one-year period using the factors of production located within a particular country's borders.

Constitutionality of Vouchers and School Choice :: Persuasive Argumentative Essay Examples

Constitutionality of School Vouchers Church and state absolutists believe that vouchers will violate the First Amendment of the Constitution. They argue that voucher systems give parents an incentive to send their kids to parochial school and thus represent an unconstitutional endorsement of religious education. As mentioned in the case study, the U.S. Supreme Court will address the Cleveland Scholarship Program's constitutionality. Many are anticipating what precedent will be set in this ruling because it inherently deals with defining the boundaries between church and state. Can taxpayer funds be allocated by the government to send children to a religiously-affiliated school? Consider the case of the Cleveland Scholarship Program. This program gives parents $2250 per year. Meanwhile, the cost of tuition at a religiously-affiliated private school is, on average, about $1200. The cost of tuition at a non-religious private school is, on average, about $5000. This price breakdown shows the implicit incentive in the Cleveland program--parents who cannot afford to pay more money out of their pocket will enroll their children in religiously-affiliated private schools. The founders of Cleveland's program argue that city parents are in no way encouraged to send their kids to religious schools. Parents can choose public magnet or charter schools, which are free and get far more funding per student than voucher schools. The importance of the Supreme Court decision that will be made should not be underestimated. "This is probably the most important church-state case in the last half-century," said Barry W. Lynn, executive director of Americans United for Separation of Church and State. "It will be a historic showdown over

The Four Functions of Management Essay -- essays research papers

The Four Functions of Management There are four functions of management that need to be successfully applied if a business is to survive and thrive in the fast paced economy of today. They are planning, organizing, leading, and controlling. Every business, large or small, public or private will benefit from a well-structured, coordinated, directed, and monitored business plan. Planning is the process of defining a structured sequence of specific tasks that need to be accomplished to achieve a goal. Good planning is key to their success of all projects. Some projects involve the installation of whole production lines and others may involve only modifications to an existing line. However the size or scope of the project, there must be a well thought out plan in place to guarantee a successful outcome. When planning a project it is important to first imagine the completed project. The project manager must ask him/herself, what will the successful project look like? What are the customer’s requirements? When these questions are answered the project manager can move forward with an action plan. One method a project manager will use to begin developing the action plan is to break the project down into manageable segments. Each segment will have numerable tasks and we will call them â€Å"milestones†. When building the list of project milestones it is helpful to begin by imagining the completed project and working backwards, consider all the steps it took to get there. Now that the project manager has a list of milestones and has broken them down into manageable segments, he or she will organize the necessary resources into a project team. This organizational aspect is vital to the success of the project. The team will be comprised of individuals qualified to deliver those milestones. A project manager charged with modifying an aseptic filling line will select team members from engineering, manufacturing, process validation, quality assurance, and safety. The project manager is now the project team leader. The team will meet and agree on a timeline for meeting the project milestones. The team leader will establish the frequency of subsequent meetings, assign responsibilities, and state member expectations through the development of a team charter. The entire team will participate in developing the charter. The charter will describe their com... ...t has 4 fields they are the action item, date assigned, individuals responsible, and date when they expect to deliver. During each team meeting the team members are required to report the progress made on their action items and comment on their anticipated completion. It may be possible for the team leader to adapt and modify the timeline based on unexpected challenges or changes that can often occur. After each team meeting the scribe will produce a formal-minutes document and E-mail it to all members. This is helpful in that all members will know through their â€Å"next steps† what is expected of them and their role on the team. The team has completed their goals when all milestones in the plan have been achieved. As technology changes, businesses have to change with it to remain competitive. Businesses must be willing to apply the four functions of management in new ways. In the example above the team concept is used to empower and motivate its members by giving them ownership in the project, however a team needs a good plan to follow. Today’s manager is often a team leader that delegates, motivates, controls, and targets resources towards the successful completion of the project.

Laptops, Hard Drives, The Ephemera Of Data, The Risk Of Theft And Consequence Of Law: Responsibilities And Liabilities

As technology develops at the speed of light, as digital phones computers grow more powerful than twelve acres of 1967 IBM mainframes, as information is set down in liquid pixels and stored in virtual warehouses the size of a postage stamps, as hackers and those of ill-will seek out ever-new clever ways to â€Å"break and enter† virtual â€Å"banks of data†. the law must respond, reflect, assess and codify those principles which will serve the business community, management and labor, employers and employees, as it enters the unknown territory of a virtual future.In a more gentile time of scriveners, Bartleby and Scrooge, an employee as day’s end would lift the top of his writer’s desk, store the hand written documents for that day and wait for his superior to stop by with a key to lock the desk for the night. Theft of such documents would have required the breaking and entering into a physical place to obtain physical objects.Cause and effect would be cle ar, as would an assessment of responsibility and liability. However, with today’s technology and the wide-open vistas of the world wide web, theft can occur from an transnational distance over invisible lines by processes barely comprehensible to those responsible for security. The 19th century scrivener under contract to his employer performed certain services and incurred certain duties and responsibilities.Doubtless, to a certain degree (perhaps depending upon who held the key) he was responsible for the safeguard of his newly copied documents. Likewise the modern employee owes similar duties and responsibilities; however, in the cyber age of information, the protection of data and information, securing it from being lost in the ocean of the web, is a more complicated issue, a more difficult task and raises questions that have yet to be resolved in this protean and ever-burgeoning area of business law.First, a word concerning definition and semantics: The terms â€Å"resp onsibility† and â€Å"liability† tend to get laced in the TV screenwriter’s daisy-chain of legalese in much the same way as Hamilton Burger couldn’t help himself from objecting in every episode of â€Å"Perry Mason† with the contradictory charge of â€Å"irrelevant, incompetent and immaterial. † What one gains in the impressive sound of â€Å"lawyer-words† is lost to meaning and precision.The distinction is important to present issues insofar as responsibility means the capacity, so far as this is a matter of a man’s mind or will, which normal people have to control their actions and conform to law. It describes the duties a person takes on which are general for any party to an agreement, a contract for consideration. Liability, on the other hand, is the quality or state of being legally obligated or accountable.It is a legal responsibility owed to another or society enforceable by civil remedy or punishment. Liability is a more serious matter in that it is ultimately an assessment by some given authority (judge, jury, and arbitrator) that one’s failure of responsibility is of such a nature as to incur the greater duty to make amends or remedy as determined by the specific facts of the matter.In short, liabilities denote some failure of responsibility; however, all failures of responsibility do not necessarily result in the imposition of liability. At its most basic level the law is about the management of relationships, the identification, assessment and balancing of the rights, interest, duties and responsibilities of the parties to the relationship. The law assesses the relative merits of argument when these respective interests come into conflict.In the arena of cyber space, cyber theft, cyber torts, the many relationships between and among several parties raise a plethora of issues, a multitude of arguments. The primary relationship exists between the employer and the employee. The relationship rests in the employment contract; however, depending upon the conduct of the parties other areas of law may come into play: harassment, negligence, cyber tort, trespass, theft, etc.The focus on the employment contract as setting forth certain responsibilities for either party in the age of cyber-data, the portability of laptops, and the ephemeral nature of recorded data, the questions, among others, raised are to what extent an employer can direct and restrict the conduct of an employee when those directives and restrictions bounce up against the employee’s competing interests in the ownership of personal property (his or her laptop) or the employee’s right to come and go as he/she pleases in a free society without having to exercise extraordinary care concerning the contents of his/her laptop, outside the office, beyond office hours. Just how far can the four corners of the employment contract stretch to govern employee conduct, responsibilities and the imposition of potential liabilities during the employee’s personal time? (The issues concerning the use and the restrictions on use of the employee’s personal laptop in the workplace during work hours is the easier analysis with the weight of authority siding with the employer’s right to impose restrictions deemed necessary for security and employee performance. )Analogies to the this predicament which in general asks to what degree an employer, as a condition of the employment contract, can direct the employee’s â€Å"after-hours† life, can be found in similar issues raised by those employment contracts which include a 24/hour non-smoking clause (in the interest of health costs, insurance premiums) or the ban on any office romance, inside or outside the office. What responsibilities does an employee incur with the pervasive use of laptop computers, which in a physical sense are portable items of personal property, but also carry a volume of information that on ce would have been stored in several warehouses or file rooms? Simply stated, employees are probably more of a security risk than an asset.By virtue of technology’s advance, employees have been placed in a precarious position of being guardians at the gate of treasure when the gate and the treasure are often invisible and invaded by invisible means. Perimeter security doesn’t work anymore. The airwaves are filled with rogue access points, and people are bringing infected laptops in and out of the enterprise. â€Å"A number of companies †¦ are revising their policies about how employees should handle confidential data stored on computers. Many employees are facing new restrictions on who can take confidential records out of the office and are receiving special training on how to keep data secure.Workers found violating security policies are being disciplined or even dismissed. † The next relationship is a sub-set of the first. It looks at the situation in wh ich an employee, having agreed to whatever conditions, duties, responsibilities, set forth in the employment contract and the statement of company policies, exhibits negligence, even gross negligence in the care and handling of his laptop, resulting in its physical theft. Assume the laptop’s hard drive contains something equivalent to the recipe for Coca-Cola, and the implications of loss to the company are self-evident. In this hypothetical the employee has failed in his responsibilities to the company. And yet what are the company’s remedies?As referenced above, they can discipline or dismiss the employee, and then sit back and watch as Company Z manufactures a soda as good as their own. The issue as to whether they can hold the employee liable is dwarfed by the issue of remedies. One fired employee will not return the secret formula. Assume the employee’s conduct was criminal. He gets ten years, community service, and a lien on his property (a double-wide out side of Macon) in the amount of ten million dollars. Company Z is still making a fortune manufacturing a cola as good as the original. The failure of remedy only serves to point the aggrieved party downstream to search out other remedies (i. e. , deep pockets), civil and criminal, for their loss.And yet, even then, assuming the best case scenario for Company Z (meaning the likely imposition of civil remedies and criminal fines/punishment) any litigator knows that at that advanced stage of litigation with large companies and big firms on the clock, the process is exceedingly slow and absent injunctions against the offending party – the secret’s now likely to be in the hands of Companies A, B, C and D. These hypothetical only points up the extreme seriousness of the necessity for a company’s defense against attacks from outside, and the disturbing acknowledgment that said defense is not wholly within the company’s control. Companies have instituted policies to stress, express and maximize an employee’s responsibility, even imposing certain liabilities on the failure of such duties; all to minimize and the limit the risk of hacking and theft.But the 20th century world of â€Å"hard copy† (and what that implies) is about to pass by commerce as businesses enter a new age of information-gathering and information-conveyance. The substance of current information is as rock-solid, as valuable as ever, however the â€Å"thing itself† – what used to be the paper and the ink scribbles on the paper, i. e. , the thing that carried the information are now words on screens that can all too easily disappear onto invisible hard drives that move by means of invisible wires cast about the world in an invisible matrix – rendering the whole chain of custody as ephemeral as vapor, vulnerable to the peculiar talents of a new kind of thief, who’s comfortable with the notion of theft as an intellectual rather than a physical activity. So, who’s vulnerable? â€Å"Anybody who has data. †Another issue that arises out of the various relationships involved is this: Given the current state of affairs regarding the risk and threat of data theft, cyber theft, laptop theft, floppy disk theft, companies, for some time, have been on constructive (if not express) notice that there are individuals among us, peculiar perhaps in their pursuits, talented and brilliant in ways often unknown to current Baby-Boom age management, who derive pleasure and more likely profit from infecting the web and its offshoots with viruses. The following hypothetical presents itself: Hacker X in a basement in Queens has been hired by Rogue Company Z, competitor of large and established Company A, to infect Company A’s computers with a virus that will disable Company A, thereby enhancing competitor Rogue Company Z’s position in the shared market.Hacker X is to be a paid a good deal of money and not bec ause he’s stupid. He knows from experience that a direct assault on Company A is more likely to lead a trail back to himself and Rogue Company Z. Therefore Hacker X studies the interlocking systems of Company A with client companies and determines he can attack Company A through out of state Company Client. On a given Monday Company Client’s workers go to work and discover that their system has crashed with a virus that will spread through a given network, affecting several companies down line, including Company A, the prime target. The issues are what duties did Company Client have to notify entities down line?As a practical matter, is there time for Company Client to notify other companies down line? What duty does any company, such as Company Client have, not only towards itself, but to companies down the line who will suffer impairment from the traveling virus? And most importantly do the companies down line have a cause of action against Company Client for breach of some duty in failing to protect itself (and therefore others) from virus infestation. The questions are not rhetorical. They are real and fact sensitive. One can envision a circumstance in which a company is so lax in its security that it all but screams for hackers to have their way.Such a security failure might very well be deemed a breach of duty to other companies in the zone of danger (its length and breadth however defined). And yet all we are left with are the questions: What laws or what standards govern? Are they state laws? And if so do they give rise to conflict of laws problems? Are they Federal laws? Who sets the standards codified by the legislation? Does the current state of common law (tort and contract) anticipate the advantageous application of old principles in new clothes? On analysis, it appears that when all is said and done, the essential â€Å"bottom line† issue will devolve about the areas of remedies and insurance.Analysis of responsibilities, the ir breach and consequent liabilities can fill courtrooms with boxes of pleadings; however, when the issues are finally resolved and liability is determined, who, in this day of multi-billion dollar cyber secrets will have the funds, the deep pockets, to make the aggrieved party whole. The resort to insurance opens another area of analysis which for now remains without the boundaries of discussion proscribed herein; however, one can only imagine the super-layer of responsibilities to be imposed on companies and their employees by insurance contract, drafted water-tight, so as to minimize risk of theft in a high risk environment.

Economic development in China and India Essay

Foreign trade in China is almost completely dominated by the state. In 1979, China relaxed certain trade restrictions, paving the way for increases in the relatively small foreign investment and trade activity. By the late 1980s, yearly exports totaled about $41. 1 billion and imports $46. 4 billion, and both have increased sharply since then. China has been undergoing a dramatic transformation to a market economy. As a result, it currently is the world leader in terms of economic growth, industrial expansion, and exports. It contains an array of potential consumers that far exceeds the markets in Europe or the Western Hemisphere, and it is rapidly emerging as a new epicenter for industry, commerce, and finance. In addition, the so-called â€Å"greater China† has substantial amounts of technology and manufacturing capability, outstanding entrepreneurial, marketing, and services acumen in Hong Kong, a fine communications network and a tremendous pool of financial. When these resources are combined with the very large endowment of land, resources, and labor on the mainland, China already is a major superpower in the global economy. The people’s Republic of China (PRC or China, for short) has had a long tradition of isolation. In 1979, Deng Xiaoping opened his country to the world. Although his bloody 1989 put-down of protestors in Tiananmen Square was a definite setback for progress, China is rapidly trying to close the gap between itself and economically advance nations and to establish itself as an economic power in the Pacific Rim. Southeast China in particular has become a hotbed of business activity. Presently, China is actively encouraging trade with the West, and it is a major trading partner of the United States. Despite this progress, many U. S. and European multinationals find that doing business in the PRC can be a long, grueling process that often results in failure. One primary reason is that Western-based MNCs do not understand the role and impact of Chinese culture. Since the last few decades there has been a multifold increase in the FDI in China. The Chinese economy has now gaining the power of effecting the decisions of the economic bodies of the world. History of FDI growth in China: The country launched its open door policy 26 years ago. Since the policy introduction the FDI flows in the country received a quick response. In 2004 China was at no. 2nd position in the world of FDI with $64 billion. The Chinese FDI trends can be examined in two phases. First phase: 1979-82 Second phase: 1984-91 Third phase: 1992-99 In the first phase the government establish for special zones with incentive policies. Although there was a high inflow into those regions, the total FDI flow reached US $ 1. 8 billion. In the second phase the provinces were opened and recorded US $ 10. 3 billion. In 1989 however the trend dropped. In the third phase Deny Xiaoping opened China for overall economic reform. The phase was very fruitful for China. The government introduced new policies and market oriented economic reform. In result of these reforms the FDI’s started flowing into the Chinese economy at rocket speed. In November 1999 US-China had an agreement regarding the WTO, according to which many new reforms were made (Sandra, 2001) those included †¢ The sectors relating to the distribution services will be opened for repair and maintenance and China will phase in trading rights and distribution services over three years. The Government for the investment opened the telecommunication industry of China. †¢ The professionals were also allowed access to the service markets of China. The services included according, consulting, Information Technology and Engineering. (Lardy, 2000). FDI in China rose to a peak level of US $ 45463 million in 1998. In the first six months of 2002, actual foreign direct investment (FDI) in China rocketed to 24. 58 billion U. S. dollars, setting a record growth rate of 18. 69 percent year-on-year. (Beijing Time, 2002) On June 22, 2005, CNOOC, a Chinese company made a $18. billion bid to purchase Unocal Corporation, an U. S. energy company. News of the bid raised concern among several Members, many of who contend that the deal would threaten U. S. national security. On June 30, 2005, the House passed H. Res. 344 (Pombo) by a vote of 398 to 15, expressing the sense of the House of Representatives that a Chinese state-owned energy company exercising control of critical United States energy infrastructure and energy production capacity could take action that would threaten to impair the national security of the United States. On the same day, the House passed an amendment (H.  Amdt. 431) to an appropriations bill (H. R. 3058) that would prohibit the use of funds from being made available to recommend approval of the sale of Unocal Corporation to CNOOC. On May 20, 2005, the Chinese government reported that first quarter real GDP grew by 9. 4% in 2005 over the same period in 2004. On April 15, 2005, the Chinese government reported that its foreign exchange reserves had risen to $659. 1 billion by the end of May 2005. (Morrison, 2005) Some researchers state the fact that the data reported for FDI in China is different from the reality. The Chinese FDI data is overstated. About ? of flight capital later returns (â€Å"round-trips†) as FDI when opportunities emerge. (Gunter, 2004) From the early 1990s most of the researchers from International bodies have calculated wrong FDI. It is Mainland Chinese monies that flowed out to access better financial, regulatory and legal services and round-trip by returning to China as apparent FDI to access the fiscal incentives and improved investor protection offered in China to foreign investors. (Erskine, 2004) Outward FDI: â€Å"The figures on FDI outflows vary. According to China’s BOP statistics, the cumulative total during 1990 to 1997 was US$18. 9 billion, consisting exclusively of equity capital. Since the 1980s, China has been fast acquiring assets abroad. Researchers7 estimate that Chinese FDI in Hong Kong totaled US$20-30 billion by the end of 1993 or 1994. In fact the net wealth of Chinese affiliates abroad can be measured in hundreds of billion dollars. Officially, the Chinese SOEs had as many as 5 666 affiliates abroad at the end of 1998 with a combined FDI of US$6. 33 billion. (Chandra) Both the in-ward and the out-ward FDIs are a strong influencing forces which effect the trade performance of a country. This can be further explained by conducting the following case study. The study reveals increased value to Economy of China due to FDI. Source countries: Among the developed countries Japan & United States are the most important investors in China. Hong Kong is also an important investor and newly industrialized (NIEs. From 1990’s some of the countries like Philippines Malaysia & Indonesia have also increased their investment levels in China. Other countries are also showing interest in investing in China in future. In 2003, Sino-Japan trade reached a record high $132 billion. Examining the fast expansion of the bilateral trade suggests that direct investment from Japan performed a critical role in strengthening the economic integration between the two economies. Japanese affiliated manufacturers in China contributed to the soaring bilateral trade in dual ways: exporting their products as final products and intermediate inputs to Japan, and importing intermediates inputs from Japan for their production in China. In 2002, Japanese affiliated manufacturers exported 1,057 billion yen products to Japanese market (METI, 2003). The effect on China’s exports and its national economy is tremendous. (Xing, 2004) FDI from China: Not much material is provided regarding the subject. Although Hong Kong can be viewed as the destination for out ward flow of FDI from China. Sector and geographical distribution of FDI in China Sector Distribution: â€Å"So far, the major proportion of FDI is drawn for the manufacturing field, which takes up almost 60 per cent of the total contracted FDI by 1998. Next follows real estate with the share of 24. 4 percent. The portion of the distribution industry including transport, wholesale and retailing is 6. 0 percent. Construction comes next with 3. 1 percent. The primary industry such as agriculture, forestry and fishing takes 1. 8 per cent. In the future, service trade, such as finances, telecommunications and wholesale and resale commerce, will take up a larger share as a result of Chinese accession to WTO and further liberalization. Further investment liberalization should also take place in traditional industries. Especially, the expansion of FDI in agriculture will depend on the degree of opening up to the market circulation of agricultural products and the industrialized process of production operations. FIEs also generated nearly one fifth of the total tax revenues and 23. 5 million job opportunities, employing about one 10th of urban workers. These numbers suggest FDI has contributed nearly one quarter to one third of China’s GDP growth. †(OECD, 2004) Barriers in the way of FDI in China: The Chinese government has applied a controlled competition culture which against the liberalization provided by the WTO which lift most of the regulations from the trade & commerce (Yoost, 2005) Many assets in commercial and industrial sectors are state owned. This in turn gives rise to the problem of hidden state regulation imposition of the government on the foreign investors. This strengthens the view that China does not practice liberty in Business. Some of the sectors of economy are still protected by the government. Due to the situation the WTO commitments are not fulfilled which gives rise to local competition for foreign investors Factors attracting FDI in India: â€Å"India is a prime offshore location for low and high-tech activities, its low-cost, English-speaking and IT-savvy labor force, coupled with a large market potential, underpin global executives’ improved outlook and investment confidence this year. † (Rediff. com, 2003) The first set of factors which was involved in bringing the FDI to India was the improvement in technology, cheap labor, cost effective production of the goods, cheap and efficient supply chain. The Indian Government also has the cutting edge of Channeling the FDI in the right direction. They are attracting most of the MNEs towards India because at present the Chinese economy can provide them with all the suitable factors desired. Due to its increase in population India has become a growing and profitable market for most of the MNEs & products (Ahluwalia) The second set of factors, relating to SOEs, will change significantly and alter the market environment that foreign firms will face in India. Many if not the majority, of India’s best SOEs in industries accessible to foreign investors have set up joint ventures with foreign companies. In the foreseeable future, as the number of SOEs in the national economy continues to shrink, India will facilitate the entry of private domestic firms. MNCs will tend to build up their own affiliates rather than look for Indian domestic partners. At the same time, they will face more competition from private Indian firms as their numbers increase. All of these will become attractive features of the Indian market. Foreign invested enterprises (FIEs) have provided an alternative to private entrepreneurship because private Indian firms have been largely discriminated against. In the past 20 years, the highly efficient FIEs have contributed a great deal to the Indian economy. In 2002, even though FDI accounted for only one 10th of the gross fixed capital formation, FIEs contributed one third of the industrial output, one quarter of the value added, more than half of the exports, and nearly three quarters of the foreign exchange balances held in Chinese banks by corporations (Zhang, 2005). â€Å"The government of India eliminated export quotas as part of its effort to double Indian exports to more than $80 billion by 2007. India is the largest cotton cultivating country. The country has vast reservoir of scientific talent, established pharmaceutical industry, diversity of population and unique natural resources. Key to India’s development of biotechnology is the need for a science-based, rules-based regulatory approach, which is the best way to attract private sector investment. † (Larson, 2002) The major empirical conclusions of this paper are: (1) Much of the measured trade effect is through FDI rather than cost, as the theory of FDI would indicate, and that studies which concentrate on cost as the channel significantly understate the extent of such expansion. 2) On the whole bilateral country level, outward FDI has a larger predicted impact on China’s exports than does inward FDI. On the other hand, inward FDI is found having a larger predicted impact on China’s imports than does outward FDI. (3) There is much cross-regional variation and differences in the patterns of FDI-trade links. Regarding to the impact of inward FDI on Chinese trade, FDI is found to boost both export and import growth in Asia, Europe and Oceania. As far as outward FDI is concerned, a unanimous complement link between FDI and trade exists only for Asia, and Africa. (Yong, 2003) The work undertaken in this paper is an improved one because it takes into account all the aspects related to the FDI including a set of countries which contributes towards the FDI in China & India, the contribution made by this paper is in more fully evaluating an important policy question regarding the effect of FDI. Second, it takes into account national changes both in inward FDI and outward FDI over a considerable period of time.