I ordered the essay and you wrote it for me (order number A2015964 about october-november 2010). But I hadn't the list of the sources (books, articles, journals, etc.) which used in the essay. I put here the text of this essay and I want that you make a References in Harvard style for this essay (sources are indicated in the text in brackets).

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Abstract

Types of organizational cultures were studied, the types prevalent in Russian and foreign banks were defined. The research was focused on the analysis of existed organizational culture under the former leadership of the Sberbank and of the changes in the last three years after the appointment of acting head of the Sberbank.

This investigation contributes to theoretical research, aimed at changing and improving organizational culture in the Russian banking sector. Within the investigation several hypotheses were put forward to specify a research objective. The investigated hypotheses are the main methodological tool, which organizes the research process, describing its internal logic.

Questionnaires were designed for more in-depth and detailed analysis of the investigated hypotheses. The survey was conducted among both the Sberbank employees and employees of other companies, including Russian and foreign banks.

The main empirical conclusions of the performed research confirm that a particular impact on staff satisfaction with the organizational culture of the company are:
- Human relations (understanding and support, morale climate),
- Regulatory environment (regulations, standards, codes, official policy and philosophy, mission and tradition of the organization, unwritten rules),
- The attitudes of the organization towards the staff (recruitment, training, staff turnover),
- Motivation (system training, career ladder, in-house training).
During the investigation found that the influence of other date is negligible (stability of the rules and regulations, etc.).


The result of the investigations was the recommendations for the seniors of the company, as well as for middle- and lower-level managers to modify and improve the organizational culture of a particular bank to succeed in achieving the strategic goals. These recommendations may also be used by other Russian banks, as well as the legislative bodies of the Russian Federation to improve the regulatory environment of labor legislation.

Acknowledgments

I am very grateful thankful to my project manager ??? for his advice and guidance at all stages of my investigation at the project. I would also like to thank Professor ??? and ??? for their wishes, comments and suggestions, which helped me understand the chosen issues better, its specificity and to structure my work and project much better.

I am very thankful to my colleagues who are studying with me at the moment, who agreed, took the time and to become participants in my surveys, filling out a questionnaire and taking part in subsequent discussions on the project results despite their workload at office as well as working on their projects and assignments.

I am also grateful to my family and my friends for their endless patience, support, help and understanding.


Contents

ABSTRACT 2
ACKNOWLEDGEMENTS 2
CHAPTER 1. INTRODUCTION 5
1.1. The issue and its importance 5
1.2. The research questions, aims and objectives 5
1.3. Details of business context 5
1.4. The Route map of the report 5
1.5. The results of research and recommendations for their practical use 5
1.6. Limitations of the study 5
CHAPTER 2. BACKGROUND TO THE PROJECT 6
2.1. Overview of the Russian banking sector 6
2.2. Experience of foreign banks 6
CHAPTER 3. LITERATURE REVIEW 6
3.1. Decision to change the organizational culture: theoretical and empirical approaches 7
3.1.1. Theoretic approach 7
3.1.2. Empirical studies 7
3.1.3. Timing decision for change the organizational culture 7
3.2. Other options for company management 7
3.3 The choice between changing of the organizational culture and ??? (from part 3.2.) 7
3.4. Research hypotheses of the present study 7
CHAPTER 4. THE MODEL 7
4.1. Construction of the model 7
4.2. Decision-making 7
CHAPTER 5. METHODOLOGY 7
5.1. The main stages of the study 8
5.2. Approach to data analysis 8
5.2.1. Survey 8
5.2.2. Questionnaire 8
5.2.3. Interviews and feedback 8
5.3. Potential limitations of the analysis and approach chosen 8
CHAPTER 6. DATA 8
6.1. Secondary data 8
6.2. Primary data 8
6.2.1. Survey 8
6.2.2. Questionnaire 8
6.2.3. Interviews and feedback 8
6.2.4. Testing the model 8
6.2.5. Feedback from practitioners 8
6.3. Data limitations 8
CHAPTER 7. ANALYSIS 9
7.1. Russian banking sector: testing the model 9
7.1.1. Applying the Model 9
7.1.2. Post-changing the organizational culture performance analysis 9
7.1.3. Conclusions 9
7.2. Questionnaire Data Analysis 9
7.3. Using the model to determine the best strategy 9

CHAPTER 8. CONCLUSIONS AND RECOMMENDATIONS 9
8.1. Feedback from banking sector experts 9
8.2. Recommendations for managers 9
LIST OF TABLES AND FIGURES 9


































Chapter 1. Introduction




This chapter shows a brief definition of the problem, industry overview and aims. Also the main results of the investigation were provided, the advices on further investigations and the recommendations on the practical application of results are given.

1.1. The issue and its importance

The motivation to create this project served as a new development strategy of the Savings Bank until 2014 - namely, the need for its successful implementation.
The strategy involves a number of significant changes in the bank. In particular, one of the goals and objectives of the strategy - to change the qualitative indicators of development. As a result of these improved indicators of the bank should be:
- To improve skills in client work and become a leader in service quality;
- To increase productivity, as well as professionalism and commitment of staff;
- To improve management processes and significantly improve operational efficiency based on the most modern management techniques;
- Increase brand awareness and the degree of customer loyalty.

The main tool in achieving these goals is the corporate culture.

Analysis of previous and existing organizational cultures the Sberbank, as well as studying advanced Russian and foreign practices will improve it. Thus, by improving the organizational culture of the Sberbank will strengthen its position in the Russian banking market and achieve the financial and operating performance, adequate to the level of high quality universal international financial institutions.

1.2. The research questions, aims and objectives

The research question posed by this study is ?When is the appropriate time to modify a banks organizational culture to improve customer service and furthermore be able to effectively operate within a changing regulatory and economic structure?? The aim of this study is to determine the degree to which changes in management can alter the organizational culture of both Russian Banks and International Financial institutions as well. Furthermore, the objectives is to ascertain employee based responses that can lend credence to the evolutionary constructs that are hypothesized within this study.

1.3. Details of business context

In the late 1990's, Russia faced the challenge of building public trust in both its young democracy and in its newly liberated democracy and in its newly liberated banking system. Near the end of the decade Russia had failed at both. Instead of developing a stable democracy built on laws, Russia became the ?Wild East? a country where rule of law had been replaced by a society without limits (JOHNSON 2000). This lawless environment constructed a business context that allowed for organizational culture to be manipulated to benefit a few at the expense of the customer.

1.4. The Route map of the report

The Study will involve Questionnaires and Surveys administered to employees of the main bank in Russia Sberbank. These studies will involve a series of questions related to Organizational Culture both prior to and after the changes in leadership. This analysis will involve a qualitative methodology that will attempt to determine the impact of change on the Organizational Culture within a financial institution. A statistical model will be constructed that will utilize various statistical analytic that will be employed to determine if the changes within Organizational Culture of major Russian banking institutions to improve institutional-client relationships, brand management as well as improving and increasing efficiency within the financial institutions.

1.5. The results of research and recommendations for their practical use
(Results based on the data derived from the surveys)

1.6. Limitations of the study
The survey method which integrates questionnaire and interview techniques will be chosen for this research paradigm and there are several inherent limitations and biases present within this model. First, the wording of the questions on the survey may be worried in a manner that is to complicated for the respondent to understand. If this occurs it will invariably lead to a decline in the number of responses and therefore decrease the sample population. Second, the response set might not be completely filled out. This also, will reduce the data gathered and adversely impact the statistical modeling that requires extensive data input.
The questions on the Survey might be leading. If a question is drafted in a manner that could be construed as ?leading? then the respondent may assume that the researcher is expecting a certain or specific answer. If this occurs, the data will be flawed as an accurate representation of the participants attitudes and values was not attained. Furthermore, some respondents may find some questions threatening, if they address certain behaviors some respondents may find embarrassing and therefore difficult to answer. As a result, the respondent may deny certain behavior or under-report it thereby impacting the validity of the underlying data and lead to response bias.



Chapter 2. Background to the project

This chapter will describe the banking sector. Need to continuously improve processes in the banks to withstand competition. What are Russian and foreign banks doing for these improvements, especially on the means of organizational culture.

2.1. Overview of the Russian banking sector

Across the vast landscape that is Eastern Europe the banking industry is increasing exponentially. The banking policies implemented within the Russian banking sector will continue to shape banking policies for years to come. At the outset of its development, Russia looked tow the west for their initial banking structure [ROSTOWSKI 1995].
The Russian banking system has developed from the Centralized-monotheistic format to a two-tiered system including a central bank and commercial banks, this is the structure of market-based economics in Russia [ JOHNSON 2000]. When the Soviet Union dissolved in the early 1990's, the national bank-Gosbank was eliminated, replaced with the Russian Central Bank (RCB) [CHORAFAS 2000] . Despite the appearance of autonomy, the Russian Central Bank was inevitably an extension of the Russian parliament subject to the corruption and manipulation that followed [BLOUNT 2004].
The 1993 Russian Constitution gave the RCB more autonomy; however the President of Russia had substantial influence on the bank's policies including the ability to appoint the bank's chairman, who in fiat, set the bank's policies; however these policies ultimately were controlled by the President and his advisers[GUPP 1999]. The Law on the RIB-enacted in the mid-1990's provided the statutory authority for the RCB[CHAMBLIS 2004]. This authority included controlling the money supply, monitoring transactions among banks, implementing federal budgets, monitoring the foreign exchange rate and maintaining currency reserves[VERDIER 2003].

The greatest role the RCB played in the early development of the banking sector came through the RCB's role in establishing monetary policy. The RCB controlled the money supply by lending funds to commercial banks and by establishing their reserve requirements[SMITH 1997]. Several years after the transition from Soviet style economics to free market, the RCB issued direct credits to enterprises at subsidized rates[ANDERSON 1998]. However, these credits were given to political influential sectors such agriculture. Additionally, the RCB also financed the state and federal budgets by issuing credits to cover government expenditures[MAXFIELD 1997].

These credits, unfunded liabilities in principle, played a dominant role in the inflation that dominated the Russian economy[FRAZIER 2000] . In 1995 as a result of this inflation, new regulations prohibited the use of credits issued by the RCB to finance government spending[VELNICK 1995]. The natural result of a collapsing Centralized banking model, inevitably lead to the rise of numerous commercial banks, these banks were of dubious quality and questionable business practices[KOTKIN 1995].

During the mid-1990's the RCB worked with the Russian government in establishing a core of large banks[ABA BANKING JOURNAL 2006]. The banks were required to meet specific operating and capital requirements. Furthermore, these core banks were viewed under a increased level of scrutiny in terms of lending practices and interest rates.

Toward the end of the '90's there were more than 3,000 Russian commercial banks[SIRONI 2003]. Although this is a significant number of banks, many of them were under-capitalized. As a result many of these banks ended up being merged into larger institutions or dissolving due to poor capitalization[LAPIDUS 1999]. Many of the Soviet-era banks, including Soviet-Era Savings Bank (Sberbang) were reorganized as the Sberbank of Russia, with the RCB controlling the majority of shares[HOWDER 2008]. In 1996 the Sberbank controlled approximately 65% of Russia's household savings; this figure represented a decline of 25% from1990 as numerous commercial banks engaged in competition[ISKYAN 2001]. In 1998, there emerged a crises within the Russian banking sector.

Customers began to withdraw their deposits and as a result many smaller banks defaulted and many large commercial institutions were significantly affected. Since the banking crises of 1998 there have been promising developments [PLATT 207]. The ratio of foreign debt to GDP has fallen roughly 25% coinciding with the high level of economic growth over the past several years[BAYER 1995]. The amount of reserve currency has increased exponentially from $12 billion to over $140 billion[LEHANE] 2006. Total claims held by the banking sector also have risen, from $50 billion to well over $200 billion. Finally, individual deposits have increased from $10 billion to approximately $63 billion[ROCK 2001].

2.2. Experience of foreign banks

Within a large foreign bank, culture changes are only possible if they are closely linked to organizational changes[STEIN 1994]. Change is possible if culture is ready to change accordingly. Organizations with ?frozen? cultures are unable to adjust to turbulent environments and by consequence may fail[PUTNAM 2003].

There are three core cultural changes methods at different stages of any organization's life cycle. These stages are: (1) The birth and early stages involve such change mechanisms as natural evolution, self-guided evolution through organizational therapy, managed evolution through the formation of hybrids such as joint ventures;(2) Organizational midlife stage involves incremental, sectional change combined with technology advancements and (3) Organizational maturity involves turnaround, reorganization and dissolution[NAHAVANDI 1993].

These trans-formative stages are prevalent in most large financial institutions; specifically those located in the former Socialist-Communist bloc[DIAMOND 1993]. The newly created private banks exhibit early stages of organizational culture. However as they progress through development it became necessary to transform the organizational culture to reflect the changing needs of the organization as a whole[COLLINS 1998].
The most important component of any organization's culture is leadership. Leaders promote organizational change by advocating for changes in the organizational culture. Leaders must possess a vision where the organization and its culture need to be in order to reach the organization's ultimate objective, which is increased efficiency and productivity in an ever changing, increasingly complex and uncertain business environment.

Chapter 3. Literature review

This chapter reviews the academic and business literature? Then, the works devoted to the issue of timing, i.e., ?when it is best to change or need to change organizational culture? are reviewed. Brief overview of other strategic options available for company management (opposite organizational culture).

3.1. Decision to change the organizational culture: theoretical and empirical approaches

Over the past twenty years a substantial body of research has manifested describing the nature of organizational culture. Although scholars have agreed that culture in some form or another exists within an organization; however the term ?culture? connotates a degree of inaccuracy and it is difficult to find a measure of agreement about its meaning. Organizational researchers have provided numerous and varied definitions along with constructs within which to examine organizational culture[DENISON 2003].

Predicated on previous research organizational culture is what a group of individuals learns over time and such learning is a multifaceted approach combining cognitive, behavioral and affective process. An organization;s culture is defined as behaviors expressed by its members. For example an organization's culture is demonstrated in a company promoting the socialization process that facilitates an employee's retirement decision[GAGLIARDI 2003].

This type of adaptation is referred to as organizational osmosis. Organizational Osmosis is a state where there is effortless adaptation of organizational ideas and values through per-existing socialization experiences. Since new members to an organization strongly identify with the values and goals of the organization, members submit themselves, willingly, to the various control methods employed by the organization[SCHRODT].

Although previous research on organizational culture has relied primarily on critical and/or interpretive approaches (e.g., 2000GIBSON & PAPA 2000; LINDBO &SHULTZ, 1998; WITMER, 1997), GLASWER, ZAMANOU AND HACKER (1987) attempted to rationalize and measure the construct. These researchers reviewed both management and communication research and identified six components of organizational culture that are central to any construction of organizational culture: teamwork, climate-morale, information flow, involvement, supervision, and meetings. Moreover, Glaser, Zamanou, and Hacker (1987) argued that in order for researchers to approach questions of whether organizational cultures can be managed, or whether such cultures enhance or diminish organizational performance, "a methodology must be developed for empirically establishing what an organization's culture is [emphasis added by the authors] at a particular point in time" (p. 175).

Given that researchers have identified the associations among organizational culture and employee retention (SHERIDAN 1992), person-organization fit (OREILLY, CHATMAN & CALDWELL 1991), productivity (KOPELMAN, BRIEF & GUZZO 1990), and executive decision-making (GAMBLE & GIBSON 1999), organizational culture appears to permeate every facet of the organization. As previously noted, Flamholtz (1995) suggested that at the apex of strategic organizational development is the development of an appropriate organizational culture within which management feels it can guide the organization. If concertive control is developed and maintained through the process of identification (TOMPKINS & CHENEY 1985), then the strategic development of an appropriate culture may serve as the primary mechanism through which an organization exercises unobtrusive control and attempts to develop identification in its employees. Thus, the beliefs, values, and information communicated through an organization's culture may indeed direct employee behavior indirectly (BULLIS & TOMPKINS 1989).
3.1.1. Theoretic approach
There are three essential theoretical approaches to understanding Organizational Culture. Integration Perspective, Differentiation Perspective and Fragmentation Perspective all lend themselves to the construction of various paradigms within which to analyze varying degrees of Organizational Culture and the role individuals play in manifesting particulate aspects of this culture.

The integration perspective focuses on the manifestations of a culture that have uniform goals and expectations. An integration perspective review of Organizational Culture sees consistency throughout the organization. Ultimately, this perspective excludes ambiguity-culture becomes a monolithic structure where only clarity is allowed. In studying Integrational Perspectives each element of an organization's culture is mutually consistent with each subsequent element, therefore this creates a framework of self-assuring cultural elements. Cultures have an inherently holistic approach to the well being of their employees and organization members, a long term perspective on improving employee morale and work performance along with a desire to control deviant behavior. Each of these principles are mutually consistent with one another and maintain this consistency throughout the entire organization, even into the lower sub-cultures.

The differentiation perspective focuses on cultural manifestations that are inherently inconsistent and hence differentiated. This can be seen when a C-level manager enacts a policy then behaves in a manner inconsistent with the vary policy they implemented. The differentiation perspective fosters consensus within the lower levels of the organization. These levels termed, the Sub-Culture, may exist in one or more constructs. They may be harmonious, independent or in conflict with one another. A Sub-Culture represents a form of ?group-think? a paradigm where ambiguity is removed. On some levels this paradigm represents an internal Integration Perspective within the broader differentiation perspective matrix.

The fragmentation perspective crystallizes the relationship among cultural representation as either totally clear or totally ambiguous. Fragmentation assumes that cultural relationships are inherently ambiguous and as a direct result ambiguity is at the core of cultural interactions. Fragmentation views consistency throughout an organization as fleeting and issue-specific.

3.1.2. Empirical studies

Empirical studies can be divided into three groups: (1) holistic; (2) semiotic studies and (3) quantitative studies. The preeminent holistic study was conducted by Rholen (1974), who presented an ethnographic review of his participation within a Japanese banking institution. Other Holistic studies include Kriegen's portrayal of a San Francisco radio station, Van Manning's (1979) study of police officers, Dyer's (1982) description of a computer company, Wilkins' (1983) study of subculture within an electronics company and Barley's (1983) study of the evolutionary framework in organizational roles within a hospital.
Although some of these studies use quantitative methods such as context analysis (MATIN 1984) or surveys (BARLEY 1983), most of these Holistic studies rely on field observations. These field observations provide vivid descriptions of organizational behavior and contrast the ?text book? definition of organizational structure with the reality of working within a organization.
The second type of Empirical study are the Semiotic Studies. Several of these studies use and Ethnoscience approach (GREGORY, 1983; BARLEY, 1983). Gregory conducted over 70 interviews of IT professionals at various Information Technology companies located in Silicon Valley. The linguistical analysis of the words and responses of the participants revealed several taxonomies that enable those originally from Silicon Valley adapting to their changing industry. Barley (1983) studied the linguistical context employed by funeral directors that allow these individuals to make sense of their industry. Pondi (1983) used ethnographic renditions of communist Chinese and African tribes to illustrate the effectiveness of using metaphors is assisting fellow group members in evaluating a uncertain or complex future.
The final category are the traditional quantitative studies. Ouchi & Johnson (1978) employed questionnaires to characterize the differences in various organizations. O'Reilly (1983) used questionnaires in several high tech companies in Silicon Valley to determine which companies have strong culture as opposed to weak culture. Friedman (1983) used content analysis of projective measures to reveal sub-cultures within a firm. Myer (1986) used a combination approach of both questionnaires and content analysis in order to examine the degree to which there are shared ideologies among sub-cultures.

3.1.3. Timing decision for change the organizational culture
The timing involved in deciding to change an organization's culture involves a critical assessment of the time element. First and foremost an organization's culture grows over time, it is a dynamic, living organism that will not react to drastic modifications from either internal or external dynamics. Any organizational manager must realize that members of the organization have grown accustomed to the cultural framework over the course of time. There is a degree of inertia that accompanies individuals within an organization that have become accustomed to the norms and socialization process within the organizations.

3.2. Other options for company management

The idea that changing an organization's culture is inevitable, universal and manageable is of some concern to those scholars who study organizational culture. Organizational change has become a large field of study. A core competency of organizational change can, should and must be managed. It is this competency that predicates the most often used organizational cultural management metaphor, unfreeze-change-refreeze. Pettigrew (1997) claims that research in the area of organizational culture is undergoing a change itself. There is a greater recognition of the important of context-actions connections, time, process, sequencing and the need to explore continuity as well as change. In summation, there is more of a pluralistic approach to changing an organization's culture that combines management and the social sciences. The second critique is that the change is to managerial, rigid and universal.
The main counter for this construct is that cultural change should be viewed in terms of ?translation?. The main goal with a ?translational? aspect is to transcend the conventional oppositions between such constructs as stability versus change. Conversely, change is seen as the result of intentions, random events and institutional factors (CZARNIAWSKA & JOERGES 1996). This approach represents a distinct break from traditional organizational cultural changes in that it emphasizes social construction and transcending dualism. The ?translational? approach can be compared, metaphysically, to a discourse analysis.
Another alternative approach to changing organizational culture is expressed in Marshak (2000) where linguistical modifications use words such as metamorphosis to describe those changes that are system wide. This linguistical approach leads to several different paradigm shifts including: (1) changing and continuing discourse;(2) change discourse; (3) discourse for change and finally (4) discourses about change.
3.3 The choice between changing of the organizational culture and the ?translational approach?
If an organization is going to change its culture it must decide if it will employ the traditional, universal approach or will it employ the more ?translational? aspect. The literature is quite clear as to the nature of each alternative. The traditional model assumes that an organization's culture can be changed from the top down in a vertical construct. However, the current state of organizational dynamics in today's environment render a more horizontal organizational structure. In order for culture to be not only changed but adopted there must be a willingness for all those involved within the organization to take part and assimilate to the new model. Current evolutionary events within organizational frameworks has lead to the advent of more ?discourse? being entered into between the organization as a whole and its individual members as to the best course of action for changing policies and therefore changing culture. The premise of this study is to analyze, from a quantitative aspect the degree to which this change is positive and how it can impact the productivity of the members and the overall organization.
3.4. Research hypotheses of the present study
The hypotheses that will be analyzed through the use of quantitative analysis will be ?Organization's must change their culture after certain points in order to increase the productivity of their institution and individual members?. This Hypothesis will integrate the cultural factors associated within the Russian Banking industry. Through the use of surveys and questionnaires an attitude among those who work in the industry will be ascertained in order to gauge the appropriate time for a bank or any financial institution to adopt different cultures or policies that can assist the institution in modifying its overall matrix and render it capable of adapting to the changing economic environments.

Chapter 4. The Model

4.1. Construction of the model
The model used in this analysis will be comprised of several distinct statistical tests used to examine the relationship between the data and the hypothesis. Prior to any statistical tests being implemented a ?Null Hypothesis? must be established. The ?Null Hypothesis? is defined, in statistics, that the relationship between the observed data and expected data is due to pure and random chance- this most likely comes when a p-value is greater than the predetermined level of alpha (usually either .05 or .01)[BROWN 1987]. Once the ?Null Hypothesis? is constructed, then a predetermined level for alpha must be selected, in many cases of this magnitude, alpha is generally set at .05. This indicates that if p is greater than .05, then the relationship between the data is based on chance. In other words, there would be a greater than 5% that the results ascertained by any of the foregoing statistical tests would be based on chance and therefore the relationship is not significant[WOODBURY 2001].
There are two statistical tests that will be employed and form the core of the model construct for this research. These tests are : (1) Chi-Square and (2) Student's T-test. These tests will employ different statistical calculations but their aim will be uniform, to attempt to recognize the relationship between the observed and expected data. In other words to measure the relationship between the attitudes of employees within Russian financial institutions as they relate to changes in the overall organizational culture. Each of these tests and their theoretical underpinnings will be presented below.
A Chi-Square test is a form of statistical analysis that attempts to determine if the data gathered in the study is representative of the overall population in terms of mean and standard deviation. This test is used for its ?goodness-of-fit? paradigm that flows logically when used with either the Linear Regression model or calculation of R-Squared. The formula for Chi-Square that will be used in this research is presented below.
The chi-square test is defined for the hypothesis:
H0: The data follow a specified distribution.
Ha: The data do not follow the specified distribution.
Test Statistic: For the chi-square goodness-of-fit computation, the data are divided into k bins and the test statistic is defined as

where is the observed frequency for bin i and is the expected frequency for bin i. The expected frequency is calculated by



This will be the rubric used to analyze the data and prepare the Chi-Square value. Once the Chi-Square raw calculations have been completed, they will be implemented into a Chi-Square 2x2 ?contingency table?. A ?contingency table? is used to measure the relationship between two or more different subsets of data, for example if the research wanted to compare the attitudes of employees within a bank from different age groups or genders to determine if these mulch-variates had any impact on attitudes toward cultural change, then a ?contingency table? would be used. This table is set up similar to the one presented below

The ?contingency table? used in this analysis will be a similar set-up however, it will be a 2x2. Once the ?contingency table? is constructed the following formula will be used to determine the critical region for the Chi-Square in order to arrive at the final conclusion as to the results of the analysis. The formula is presented below.
The test statistic follows, approximately, a chi-square distribution with (k - c) degrees of freedom where k is the number of non-empty cells and c = the number of estimated parameters (including location and scale parameters and shape parameters) for the distribution + 1. For example, for a 3-parameter Weibull distribution, c = 4.
Therefore, the hypothesis that the data are from a population with the specified distribution is rejected if

where is the chi-square percent point function with k - c degrees of freedom and a significance level of [DUEKER 1991].

The second statistical test will be the Student's T-Test. This test is used to compare the means of two different sample populations and will be useful in determining if any exigent factors within the sub-cultures of any organization studied within this research influences the outcome[GEMPERLINE 2006]. The t-test assumes that the observations within each group are normally distributed and the variances are equal in the two groups. It is not particularly sensitive to deviations from these assumptions, but if the data are very non-normal, the Mann-Whitney U-test can be used. Welch's t-test can be used if the variances are unequal. The formula for the T-test is presented as follows[WATT 1997].

Once the critical test-statistic is calculated it will be fed into a T-Test Table with predetermined Critical-T values for corresponding Degrees of Freedom [LEHMAN 2005].
The value for the Critical-T will be looked up using the chart. If the value of the Critical-T is greater than ?alpha? with the corresponding degrees of freedom then the results will be due to random chance and no relationship of any significance can be concluded.
4.2. Decision-making
Once the calculations have been ascertained it will be required that the conclusion as to whether the results are significant or not to determine a relationship between the data expected and the data collected throughout the course of this research exists. First, with regards to the T-Test, assuming that the T-Test will be single-tailed in that it will only be measuring the means of two groups, the predetermined level of alpha is .05, indicating a 5% chance the results are due to randomness. If the Critical-T is greater than .05, then there is no evidence to suggest that any statistically significant relationship between the multivariate data points exists, that is to say the ?Null Hypothesis? will be accepted. However, if the converse is true and the Critical-T value is less than alpha, then the ?Null Hypothesis? is rejected and there is a statistically significant relationship between the data[ELLIOT 2009].
Determining if the results are significant for the Chi-Square analysis follow the same path. The critical-test statistic or Chi will be calculated using the formulas previously described. If the level of Chi is higher than alpha or .05, then there is no relationship between the multivariate data points. However, if the level of Chi is less than alpha or .05, then this conclusively shows there is statistically significant relationship between the data points[COLDWICK 2008].

Chapter 5. Methodology

The present chapter provides detailed description of the structure of the research, justification of the chosen approach, discussion of qualitative and quantitative data and methodology used.

5.1. The main stages of the study

The main stages of this study include the use of survey data, questionnaires along with interviews and feedback. This will afford a variety of data to be collected from individuals within organizations that can provide first hand knowledge and information regarding the impact of changing organizational culture has on overall productivity and effectiveness.

5.2. Approach to data analysis

The data analysis will combine both Qualitative Analysis and Quantitative Analysis. The Qualitative will be ascertained through the use of the Surveys, Questionnaires and Interviews. The Quantitative methodologies will be the statistical tests designed for the overall model to incorporate the information provided through one, two or all of the Qualitative data analysis methodologies.

5.2.1. Survey

Surveys can be an effective and efficient method for collecting data in a Qualitative model. There are three Survey methods the researcher can employ. These three methods are the Personal Interview; Mail Survey and Telephone Survey. Each of these methods have their own unique advantages and disadvantages. For example the cost of doing personal interviews is high, compared to the relatively low cost of conducting surveys by mail or a telephone survey. Furthermore, the response rate for telephone surveys are high along with personal interviews, however the response rate for mail surveys are low given that individuals tend to disregard these surveys as ?junk mail?.
5.2.2. Questionnaire
The Questionnaire is another more popular form of Qualitative data gathering. However, there are numerous considerations that go into designing and effective questionnaire. First, it must be determined if the questions are going to be factually based, questions designed to elicit objective information from the respondents regarding their background, environments, habits, etc. These questions are useful in integrating demographic information into the data analysis.
Once the factual questions have been used, questions regarding beliefs, impressions, feelings and emotions can be integrated into the questionnaire. These are questions dealing with attitude and are the most important questions when doing qualitative social science research to gauge relationships among events. In addition to construction questions about attitudes, it is important to have the questions drafted in the correct format.
The researcher must determine if these questions are going to be ?closed-ended? or ?open-ended?. A closed-ended question allows respondents to select the answer that best and closely resembles their views regarding a specific issue. Open-ended questions are not followed by any kind of specific choice and the respondents answers are recorded in their entirety. In addition to the correct format of the question text, it must be determined if the answers to the questions will be presented in a rating format ranging from Strongly Agree to Strongly Disagree or will the questions be presented in a manner where the respondents can rank their answers, typically on a scale from 1 to 5.
5.2.3. Interviews and feedback
Interviews are a very effective way of ascertaining direct response data from participants in a study. There are, however, numerous and important considerations that must be accounted for. First, the respondents must feel that their interaction with the interviewer will be pleasant. It is up to the interviewers to make respondents feel that they will be understanding and easy to talk to. Second, the respondents need to see the study as being worthwhile. The respondents should feel not only that the study may benefit them personally but also that it deals with a significant issue and that their cooperation is important. Lastly, barriers to the interview in the respondents' minds need to be overcome. Interviewers must correct common misconceptions. Some respondents may be suspicious of the interviewers, seeing them as salespeople or as representatives of the government.

5.3. Potential limitations of the analysis and approach chosen
The survey method will be chosen for this research paradigm and there are several inherent limitations and biases present within this model. First, the wording of the questions on the survey may be worried in a manner that is to complicated for the respondent to understand. If this occurs it will invariably lead to a decline in the number of responses and therefore decrease the sample population. Second, the response set might not be completely filled out. This also, will reduce the data gathered and adversely impact the statistical modeling that requires extensive data input.
The questions on the Survey might be leading. If a question is drafted in a manner that could be construed as ?leading? then the respondent may assume that the researcher is expecting a certain or specific answer. If this occurs, the data will be flawed as an accurate representation of the participants attitudes and values was not attained. Furthermore, some respondents may find some questions threatening, if they address certain behaviors some respondents may find embarrassing and therefore difficult to answer. As a result, the respondent may deny certain behavior or under-report it thereby impacting the validity of the underlying data and lead to response bias.

Chapter 6. Data

The present study is using both qualitative and quantitative data to analyze the developments of the Russian banking sector, assess strategic options for company owners, and develop practical recommendations for owners/managers. Secondary data were used too including for illustration purposes.

6.1. Secondary data

The major sources of secondary data used in the present study were the Russian banks and foreign banks reports. Information from the analytical agencies and banks websites were also heavily used.

6.2. Primary data

Overall, four major steps were taken to collect primary data: survey, questionnaire, interviews with staff and experts feedback on the results of the analysis.

6.2.1. Survey

6.2.2. Questionnaire

6.2.3. Interviews and feedback

6.2.4. Testing the model

6.2.5. Feedback from practitioners

6.3. Data limitations

Inherent weaknesses of the survey method include the following considerations:

The usually acceptable rate of response (10%-20%) is not suitable for the present study due to limited number of companies relevant for the analysis.

The person actually filling out the questionnaire is probably not the one making strategic decisions.


Chapter 7. Analysis

In this chapter, the data obtained through the questionnaire will be analyzed to make recommendations for decision-makers within the Sberbank and the major Russian banks.

7.1. Russian banking sector: testing the model

7.1.1. Applying the Model

7.1.2. Post-changing the organizational culture performance analysis

7.1.3. Conclusions

7.2. Questionnaire Data Analysis

The data obtained from the questionnaire and other resources will be analyzed using software.

7.3. Using the model to determine the best strategy

The model will be used to develop strategic recommendations for the Sberbank and the major Russian banks.


Chapter 8. Conclusions and Recommendations

8.1. Feedback from banking sector experts

Draft conclusions that were based on the results of the analysis were presented to consultants to obtain feedback on the practical applications of these results.

8.2. Recommendations for managers

List of Tables and Figures

Subject: Personal Thoughts during the evaluation preparation for the recognition and accreditation of my previous learning based on working experience by the Middlesex University.

Pages: 4 (approx. 2000 words)

Deadline: 8-10 days

Essential Requirements:

(This essay is an analysis of personal thoughts related to my decision to participate to the MBA program offered by the MIDDLESEX UNIVERSITY. The scheme is to obtain a Master's Degree based on my working experience. The analysis of the topic should include strong elements upon my working experience as to convince the University Board that strong experience learning has strengthen my skills in areas such as (Business Administration, Customer Service, Project Management, Time Planning, Leadership Skills, Human Resources skills etc)
The Criteria Evaluation of this essay will be based upon:
- how, why and in what consequences (logical argumentation sequence)
- Sufficient Analysis (proof) that will persuade for my hard work upon the process of learning detailed in my record file. (see relevant attachement).
- Effectiveness of my communicabiliy

Questions to be asked:
- Why I choose this program?
- What were my original expectations? Did they change during the program?
- What was included in the process of collecting evidence for the promotion of your pretension? (Emphasis should be given to the problems you have encountered as well as to the way you have handled them,and also the way this process was sophisticated (developed)
- Did you discover something about yourself or about your essay during the composition of your pretension?
- Did you -by any chance- discover news areas of learning that yourself or your employer have never spotted before or you had never fully used, or this process has just verified all that you had learned so far?
- How hard it was for me to recognise learning and provide all necessary documents?
- Did occur to me that recognition of learning areas has helped you reconsider other business areas to be focus on in future?
- Did the elaboration/development of your record file and essay has affected you in some way or changed the way you distinguish yourself, your business role or your professional ambitions?

THANK YOU
ELENI BATSAKOUTSA
TEL 0030-6945-875415

Here is the source:






Application for the Recognition and Accreditation
of Work Based Learning


Mrs. Eleni Batsakoutsa

Student ID:

December 18th, 2004




















To: MIDDLESEX UNIVERSITY
White Hart Lane
Tottenham
London N18 8HR
ENGLAND


From: Mrs. Eleni Batsakoutsa/Student ID:
ROLCO VIANIL/PROCTER & GAMBLE HELLAS
111, Agias Annis street
Rentis 18233
Athens-GR
Mob: 0030-6945-875415

Date: December 18th, 2004


Subject: Application for the Recognition and Accreditation
of Work Based Learning

Dear Sirs,

Please find attached herewith all necessary documents and evidence pertaining to my request for recognition and accreditation of my previous learning based on working experience and related with:

A. Credit Rated Learning

1985 -1988 Glyphada High School, Athens, Greece (National High School Diploma)
1984 -1989 English Studies (Cambridge First Certificate)
1986 -1989 French Studies (1st Certificate of French Language)
1989 -1992 European College,
Athens Greece (Hotel Management Diploma)
1990 -1993 Saint George
Commercial College, Athens, Greece (English/Greek Professional Secretarial & Business Studies Diploma)





B. Non-Accredited Areas of Learning

 Communication Skills
 Project Management
 Business Administration
 Human Resources Manager
 Customer Relations & Problem Solving



Thanking you in advance for your consideration.




Sincerely





Eleni Batsakoutsa






















CURRICULUM VITAE


Eleni Batsakoutsa/GREECE
Date of Birth: 13 December 1970 Address: 9, Kolchidos Street, Voula
Athens/GREECE 16673

Tel: +30-6945-875415
[email protected]




Career Objective:

Manager, Personal Assistant, High Level Executive Secretary

Profile:

? Extensive working experience in multinational environment of major shipping companies based in United States.
? Ten years' experience in professional customer relations, office procedures, desktop publishing and project coordination. Proven customer service skills to interact appropriately with clients in a considerate, professional and positive manner by showing concern and listening actively. Highly trustworthy, ethical and discreet, committed to superior customer service.
? Extensive international experience, with a deep understanding of diverse cultural and business practices. Skilled in building strong, value-adding relationships with subordinate managers and supervisors, engaging quickly team members.
? Ability to work positively and cooperatively in a diverse team environment to meet overall established timeframes. Ability to communicate tactfully with department heads, coworkers and other employees to resolve problems and negotiate resolutions.
? Well-developed telephone communication skills, patient, personable and receptive. Effective verbal and written communications skills. Dedicated individual, achieving a reputation for consistently going beyond what is required.
? Highly energetic, flexible, work well under pressure, dynamic and assertive with excellent organizational skills, enthusiastic to work hard, ability to work within deadlines. Able to coordinate multiple projects, enthusiastic, creative and willing to assume increased responsibility. Traveled extensively for business purposes throughout the United States and Europe. Open to travel.
Areas of strength:

? Analytical problem solver
? Skilled in financial matters and US immigration procedures
? Proven leadership capabilities
? Superior customer service, teambuilding and conflict resolution skills
? Ability to work with professional business partners in achieving various performance targets, strong planning, coaching, organizing, staffing, controlling, and evaluating skills




Education

1985 -1988 Glyphada High School, Athens, Greece (National High School Diploma)
1984 -1989 English Studies (Cambridge First Certificate)
1986 -1989 French Studies (1st Certificate of French Language)
1989 -1992 European College,
Athens Greece (Hotel Management Diploma)
1990 -1993 Saint George
Commercial College, Athens, Greece (English/Greek Professional Secretarial & Business Studies Diploma)




Certicates/Courses

? Certificate of Completion for Crowd Management, Crisis Management and Human Behavior Training (according to the training objectives of STCW 95 REGULATION V/2 & V/3-USA 1999)
? Certificate for courses attended according to the Part A of the Code of the STCW/78 (National School of Life Saving and Fire Fighting Appliances of, Greece, 2002)



Languages

Greek (native) English (fluent)
French (fair) German (fair)


Professional Skills

? Expertise in IBM Compatible PC and Macintosh Operation systems,
MS-Office 98 Windows XP/2000, Internet, Lotus Notes, (E-mail retrieval and navigation), Adobe PageMaker 6.5, Photoshop 7.0
? Designed and updated company?s newsletter for its premium cruise liners on the Macintosh using Adobe 6.5 PageMaker software.


Professional Accomplishments

 Member of worldwide association of professional and first class hotel concierges ?Les Clefs d? Or?, received the prestigious ?Les Clefs D?Or? ? the crossed golden keys signifying a provider of extraordinary service, as recognized by the Union Internationale Des Concierges D?Hotels.

 Designed and updated company?s newsletter for its premium cruise liners on the Macintosh using Adobe 6.5 PageMaker software.



Awards

Commendation as ?Employee Of The Month? 1995 and receive the ?Circle of Excellence Award? in recognition of outstanding performance and dedication to the job for RCCL.



Employment History

 September 1993 to March 1996:
CELEBRITY CRUISES INC, Blue Lagoon Dr., Miami, FL 33126 USA
Position: Assistant to the Public Relations Manager for
company?s 5-star cruise liners.

 June 1996 to March 1998:
GRECOMAR SHIPPING COMPANY, Piraeus GREECE
Position: Executive Secretary to the Fleet Director & Technical
Manager

 January 1998 to January 2000:
ROYAL CARIBBEAN INTERNATIONAL, 1050 Caribbean Way, Miami FL
33132, USA
Position: Program Coordinator, Personal Assistant to Director of
Hotel Operations.


 March 2001 to July 2001:
BOLD OGILVY & MOTHER (Promotion/Sales/Direct Marketing),
Athens, GREECE
Position: Executive Secretary to the Marketing Director



 September 2002 to August 2003:
ROYAL CARIBBEAN INTERNATIONAL, 1050 Caribbean Way, Miami FL
33132, USA
Position: Assistant Manager /Front Office Manager reporting to Hotel
Director.



 October 2003 -present:
ROLCO VIANIL SA- subsidiary member of PROCTER & GABLE,
111 Ag. Annis street, Rentis, Athens, GREECE
Position: Personal Assistant to V.P. and Plant Director





References : Upon request.

























JOB DESCRIPTION




1993-1996 Personal Assistant to Public Relations Manager


Overall Purpose:
This position was integral to the daily operation of the P.R. office and to support the planning and execution of successful meetings, workshops and events onboard company?s 5-star cruiseliners while maintaining a high level of customer service to the clients travelling with CELEBRITY CRUISES.

Job Description:
? Assisted the Guest Relations Manager in in all aspects pertaining to the Guest Relations Department and provided a high profile of quality guest service.
? Worked with P.R. Manager on benefits administration.
? Communication with, and scheduling of, internal and client meetings for project leads and facilitation teams.
? Completed Claim Forms, assisted Head of the Department in secretarial and administrative functions and typed material, maintained office files.
? Performed all duties and responsibilities in a timely and efficient manner in accordance with established company policies to achieve the overall objectives of this position

Skills:
 Excellent interpersonal skills including the ability to establish and maintain
collaborative working relationships with a diverse group of other employees and external contacts
 Demonstrated ability to act with minimal supervision
 Able to organize and prioritize workload to meet deadlines












1996-1998 Ex. Secretary to the Fleet Director & Technical Manager


Overall Purpose:
To provide senior level administrative support services to Technical and Marine Operations Department. To act as a senior administrative support to the Fleet Director by coordinating meetings and communications, preparing documentation, providing research assistance, preparing meeting materials and presentations and managing files and documents.

Job Description:
? Provided administrative and secretarial support to Fleet Advisory Panel. Developed agendas for all meetings; recorded, prepared and issued detailed minutes of each meeting, conference calls and other departmental committees. Collected all relevant material for review. Maintaine an ongoing file of business, confidential or otherwise, which are under further investigation or deferred for follow-up, and maintained a regular status check on all items. Responsible for arrangements and coordination of activities for marine operations committees and staff.
? Scheduled internal and external appointments, conferences, local, national and international meetings and maintain pending files of related material for all events.
? Communicated on a daily basis with Partners and Third-Parties around the globe.

Skills:
? Thrive under pressure. Ability to effectively handle escalations and time critical issues.
? Remain productive, provides solutions, and meets goals in stressful situations.
? Managing multiple tasks and executing finite details within a strict time frame
? Making quick and accurate decisions on an ongoing basis












2002-2003 Assistant Manager/Front Office Manager


Overall Purpose:
Under the general guidance of the Hotel Operations Department, evaluate and ensure that long-term and short term goals of all customer satisfaction operations are met. To direct and manage all activities to maximise revenue, profitability and quality goals by developing and executing marketing strategies, and by providing quality service and products to guests.

Job Description:
? Managed front office desk performing customer service and supervision of concierge services. Accommodated customers with all special needs and advised the appropriate departments, followed up with the guests to accommodate that their special needs and requests have been met to their satisfaction.
? Conducted and met with guests on board ship in emergency situations, as required. Assisted shore side personnel in managing potential damaging situations during cruise. Take appropriate steps to ensure other departments receive information / requests in a timely manner. Acted as customer liaison for executive officers.
? Reviewed, researched and responded to all correspondence and external communication relating to complaints and made settlements within 7 business days from receipt.
? Issued weekly report to should commentary on trends and / or repetitive problems.
? Maintained and updated computer logs issued as settlement to passengers. Located any inconsistencies in passenger billing, coordinate with Miami Air/Sea Dpt. in matters relating to guests' air arrangements. Resolved problems while considering the cost to the Company and the ability to increase the Company's goodwill in the eyes of current and potential guests. Participated in special projects as necessary.
? Issued cruise credit certificates, shipboard credits, check requests and vouchers. Referred letters to appropriate areas (concessionaires) for response directly to guests.
? Maintained a favorable working relationship with other company employees to foster and promote a cooperative and harmonious working climate which will be conducive to maximum employee morale, productivity and efficiency/effectiveness.
? Developed and implemented training in line with business, operational and department needs and ensures that all Corporate training is carried out in a timely manner
? Promoted to Front Officed Manager position due to team leadership, organizational abilities and strong work ethic.




Skills:
? Ability to multi-task in extremely fast-paced setting, desire long-term position, team player, and quick thinker with common sense approach to problem solving.
? Ability to increase productivity in order to meet rising customer demand.
? Proficient in problem solving and setting priorities.
? Superior communication skills.
? Ability to delegate effectively and direct others.
? Ability to motivate people and encourage achievement
? Excellent interpersonal skills including the ability to establish and maintain collaborative working relationships with a diverse group of other employees and external contacts
? Demonstrated experience in dealing with and maintaining a high degree of confidentiality, tact, diplomacy and sensitivity



























1998-2000 Program Coordinator/Editor


Overall Purpose:
To ensure that the final output of Company?s Daily and onboard printed material has been reviewed accurately and meets all quality standards.

Job Description
? Reported to Hotel Director and responsible for: formatting, inputting, editing, retrieving, copying, and transmitting text and graphics, reading, researching and routing correspondence, drafting letters, collecting and analyzing information, planning and scheduling meetings, communicating with all departments,, answering inquiries, developing and utilizing filing and retrieval systems.
? Accurated data entry, materials development, printing and publications coordination. This involves preparing, formatting and proofing client correspondence, presentation materials, preparatory materials, meeting agendas, PowerPoint presentations, participant manuals and handouts, name badges, compilation of participant feedback reports, technography reports and various communications reports.
? Reviewed of all print-based projects for
accuracy and quality within closely managed timeframes.
? Liaised with other departments on necessary changes, approvals,
etc.
? Initiating and implementing quality measures/processes
? Commentd on deficiencies/inconsistencies discovered anywhere in the art-to-client process.



Skills:
? Multi-tasker and the ability to meet tight deadlines.
? Detail oriented.
? Editing and proof-reading skills
? Advanced computer skills. Eased and experienced with Microsoft Office (specifically Microsoft Word and PowerPoint) and e-mail-driven work environment
? Excellent time management skills
? Experience supporting a translation department
? Excellent organizational, written and verbal communication








3/2001-7/2001 Executive Secretary to the Marketing Director


Overall Purpose:
To report to the Marketing Director and support the Accout Directors in recruiting, client service, marketing, weekly reporting and special project activities.

Job Description:
? Provided senior level administrative support to various Partners and professionals within the company, opened and managed client files, organized and coordinated internal & external meetings, etc., coordinated cross-functional proposal preparations, PowerPoint presentations etc. Performed mail-merge, worked with Word and PowerPoint templates, supported requests from Group to format/finalize detailed technical reports utilizing supplied information in various forms, maintained up-to-date contact information for Partners, provided back-up support to other Administrative Assistants.
? Assisted with project tracking, trade show planning and coordination, public relations, advertising, sponsorships and marketing plans.
? Handled Monthly Letters, Marketing Material, Prospectus, Compliance forms.
? Generatied purchase requisitions for marketing department personnel.

Skills:
? Project Coordination Skills
? Strong Interpersonal Skills
? Exceptional organizational skills and detail oriented

















2003-present Personal Assistant to Technical Manager



Overall Purpose:
Acting as the Personal Assistant to the co-Managing Director/CEO and Plant Manager who coordinates and optimizes the busy schedule of the CEO and coordinates all of the information flow to and from the CEO in a confidential manner.

Job Description:
? Provide administrative support to the co-Managing Director & Plant Manager, as well as to other senior executives when required.
? Translate several technical manuals, handbooks and ISO procedures during the merge-aquisition of ROLCO VIANIL/PROCTER & GAMBLE HELLAS.
? Manage with discretion politically sensitive information and highly confidential documents including personnel records, emergency procedures etc.
? Handle inquiries, answered phone, prepared letters and other correspondence;
? Assist in the creation of data required for conferences, presentations and scientific papers.
? Follow up on actions items, coordinate multiple travel schedules and make all travel arrangements for the managers in order to omptimize time.
? Judge relative importance of correspondence, messages, and calls and handled appropriately weekly and monthly projects.
? Arrange appointments and meetings, typing letters, minutes of meetings, initiate and compose correspondence of a routine nature, reviewing material for format, grammatical and typographical accuracy before final approval, received, screened and routed incoming mail.
? Coordinate information flow to and from the CEO and maintain appropriate records and files through management of an efficient filing system.
? Plan and schedule meetings and conference calls, develop and provide the CEO with background materials.
? Where necessarily attend meetings, take minutes and set up or coordinate meals, events or other meeting requirements.
? Schedule appointment with staff, members, and others.
? Organize office to maximize efficiency.
? Reply directly to general inquiries, technical & non-technical topics and brief correspondence. Also drafts replies for CEO signature.
? Monitor the CEO schedule for upcoming deadlines and provides necessary background and details, and handles certain administrative tasks when CEO is unavailable.
? Collect and compile weekly departmental reports into a progressive report and distribute to the Board Executives.
? Assist in coordinating projects assisted by the CEO and works with the staff to assist in a timely project completion.



Skills:

? Ability or aptitude to learn technical applications quickly.
? Be comfortable dealing directly with corporate executives.
? Experience of providing secretarial/administrative support to meetings.
? Ability to handle sensitive and confidential information in a discreet and professional manner.
? Ability to act on my own initiative, to present a very good manner both throughout the company and externally and to be pro-active.
? Good time management, a sense of urgency and the ability to prioritise between many varied tasks
? Excellent communication and organisational skills.




























AREAS OF LEARNING


1. BUSINESS ADMINISTRATION
2. CUSTOMER RELATIONS/SERVICE
3. HUMAN RESOURCES
4. PROJECT MANAGEMENT
5. TIME MANAGEMENT

The second research title: The communication skills of employees' training for Hilton hotel
Subject Area: Human resource management/ Cross cultural management

The possible structure:
1?Introduction
2?Chapter1-------- With the theory of SWOT analysis, Hilton Hotel need to improve employees' communication skills (focus on languages and culture course )for competitive advantage
3?Chapter2--------foreign languages
Why languages training is important? How does the Hilton do? etc.
4?Chapter3-------international culture
why the cultural course need to offer? How does the Hilton do? etc.
5?Chapter4--------discussion(use charts to support)
what is the result after the languages training?
What extend do the cultural course help to improve employee's communication skills?
positive and negative about the two courses' teaching method or the strategy.
There exist other factors affect the communicational skills.etc.
6?Conclusion.

Please when complete All written assignments will be evaluated by TurnItIn (TII) module. So utilize TurnItIn (TII) module to prevent plagiarism.
Based on the case material, create a 2500+ (minimum) word paper that you could present to an executive board that clearly explains the distinction and need for Governance at all three levels (Corporate/IT/InfoSec). In this paper, following the template provided in D2L, describe each, and discuss how each supports the level(s) above it. Provide a description of a methodology to implement each in the organization including a discussion of the requirements, roles and responsibilities of each level. Students are expected to identify at least 10 outside research articles (not Wikipedia, and beyond unpublished Web articles-and CGTF/IGTI reference documents) related to their topic and create a paper that examines a contemporary subject and presents it in an interesting and easy to understand fashion.


USE THIS TEMPLETE AS A GUIDE

Paper Title Goes Here
Your Name Goes Here
IS 8310 Governance, Risk Management and Compliance
Fall 2013
Date






ABSTRACT
This is the template for the Governance Report Paper in IS 8310. I know we have stressed APA style in other MSIS classes, but here I want you to use ACM style. Read through the template before using it. I recommend making copies for your papers, keeping the original as an instruction guide.
In this section you will include an Abstract of your paper (estimated at about 100 words).
1. INTRODUCTION
I?m asking you to make your paper look exactly like this document. The easiest way to do this is simply to replace the content with your own material.
Your major headers should include (at a minimum):
- Introduction
- What is Governance?
- Corporate Governance
- IT Governance
- InfoSec Governance
- Recommendations for implementing InfoSec Governance at DataMart (replace DataMart with your organization if you?re doing a different company).
- Conclusions
- References
2. FIRST MAJOR HEADER
All material on each page should fit within a rectangle of 18 x 23.5 cm (7" x 9.25"), centered on the page, beginning 2.54 cm (1") from the top of the page and ending with 2.54 cm (1") from the bottom. The right and left margins should be 1.9 cm (.75?).
The text should be in two 8.45 cm (3.33") columns with a .83 cm (.33") gutter.

Don?t leave a header by itself at the end of a column or page. Space/line break until it begins on the top of the next column/page.
3. SECOND MAJOR HEADER
3.1 First Sub Header under Second Major Header
Please use a 9-point Times Roman font, or other Roman font with serifs, as close as possible in appearance to Times Roman in which these guidelines have been set. The goal is to have a 9-point text, as you see here. Please use sans-serif or non-proportional fonts only for special purposes, such as distinguishing source code text. If Times Roman is not available, try the font named Computer Modern Roman. On a Macintosh, use the font named Times. Right margins should be justified, not ragged [1].
3.2 Add additional headers as needed.
The title (Helvetica 18-point bold), student?s name (Helvetica 12-point) and class information (Helvetica 10-point) run across the full width of the page ? one column wide.
3.3 Subsequent Pages
For pages other than the first page, start at the top of the page, and continue in double-column format. The two columns on the last page should be as close to equal length as possible.

Table 1. Table captions should be placed above the table (all tables should include a citation ? unless you designed them)
Graphics Top In-between Bottom
Tables End Last First
Figures Good Similar Very well

3.4 References and Citations
Footnotes should be Times New Roman 9-point, and justified to the full width of the column. In-text citations use bracketed numbers [1]. These should be listed in alphabetical order in the Reference section.
Use the ?ACM Reference format? for references ? that is, a numbered list at the end of the article, ordered alphabetically and formatted accordingly. See examples of some typical reference types, in the new ?ACM Reference format?, at the end of this document. Word may try to automatically ?underline? hotlinks in your references; the correct style is NO underlining.
The references are also in 9 pt., but that section (see Section 7) is ragged right. References should be published materials accessible to the public. Internal technical reports may be cited only if they are easily accessible (i.e. you can give the address to obtain the report within your citation) and may be obtained by any reader. Proprietary information may not be cited. Private communications should be acknowledged, not referenced (e.g., ?[Robertson, personal communication]?).
3.5 Page Headers and Footers
Do not include page headers or footers in your submission.
4. FIGURES/CAPTIONS
Place Tables/Figures/Images in text as close to the reference as possible (see Figure 1). It may extend across both columns to a maximum width of 17.78 cm (7?).
Captions should be Times New Roman 9-point bold. They should be numbered (e.g., ?Table 1? or ?Figure 2?), please note that the word for Table and Figure are spelled out. Figure?s captions should be centered beneath the image or picture, and Table captions should be centered above the table body.
All Tables and Figures should include appropriate citations.

5. SECTIONS
The heading of a section should be in Times New Roman 12-point bold in all-capitals flush left with an additional 6-points of white space above the section head. Sections and subsequent sub- sections should be numbered and flush left. For a section head and a subsection head together (such as Section 3 and subsection 3.1), use no additional space above the subsection head.
5.1 Subsections
The heading of subsections should be in Times New Roman 12-point bold with only the initial letters capitalized. (Note: For subsections and subsubsections, a word like the or a is not capitalized unless it is the first word of the header.)
5.1.1 Subsubsections
The heading for subsubsections should be in Times New Roman 11-point italic with initial letters capitalized and 6-points of white space above the subsubsection head.
5.1.1.1 Subsubsections
The heading for subsubsections should be in Times New Roman 11-point italic with initial letters capitalized.
5.1.1.2 Subsubsections
The heading for subsubsections should be in Times New Roman 11-point italic with initial letters capitalized.
6. CONCLUSIONS
As you wrap up your paper, use the numbering scheme and citation format shown in the references section below.
7. REFERENCES
[1] Bowman, M., Debray, S. K., and Peterson, L. L. 1993. Reasoning about naming systems. ACM Trans. Program. Lang. Syst. 15, 5 (Nov. 1993), 795-825. DOI= http://doi.acm.org/10.1145/161468.16147.
[2] Ding, W. and Marchionini, G. 1997. A Study on Video Browsing Strategies. Technical Report. University of Maryland at College Park.
[3] Fr?hlich, B. and Plate, J. 2000. The cubic mouse: a new device for three-dimensional input. In Proceedings of the SIGCHI Conference on Human Factors in Computing Systems (The Hague, The Netherlands, April 01 - 06, 2000). CHI '00. ACM, New York, NY, 526-531. DOI= http://doi.acm.org/10.1145/332040.332491.
[4] Tavel, P. 2007. Modeling and Simulation Design. AK Peters Ltd., Natick, MA.
[5] Sannella, M. J. 1994. Constraint Satisfaction and Debugging for Interactive User Interfaces. Doctoral Thesis. UMI Order Number: UMI Order No. GAX95-09398., University of Washington.
[6] Forman, G. 2003. An extensive empirical study of feature selection metrics for text classification. J. Mach. Learn. Res. 3 (Mar. 2003), 1289-1305.
[7] Brown, L. D., Hua, H., and Gao, C. 2003. A widget framework for augmented interaction in SCAPE. In Proceedings of the 16th Annual ACM Symposium on User Interface Software and Technology (Vancouver, Canada, November 02 - 05, 2003). UIST '03. ACM, New York, NY, 1-10. DOI= http://doi.acm.org/10.1145/964696.964697.
[8] Yu, Y. T. and Lau, M. F. 2006. A comparison of MC/DC, MUMCUT and several other coverage criteria for logical decisions. J. Syst. Softw. 79, 5 (May. 2006), 577-590. DOI= http://dx.doi.org/10.1016/j.jss.2005.05.030.
[9] Spector, A. Z. 1989. Achieving application requirements. In Distributed Systems, S. Mullender, Ed. ACM Press Frontier Series. ACM, New York, NY, 19-33. DOI= http://doi.acm.org/10.1145/90417.90738.




Columns on Last Page Should Be Made As Close As Possible to Equal Length

Please read the case study of Verizon Communication, Inc.: Implementing a Human Resources Balanced Scorecard and complete an analysis based on the questions listed below in a paper format. The case study (10 pages)will be faxed to 732-791-4612 at 8:30 a.m. EST on Friday, April 16. If you have any questions, please email me at [email protected] or call 757-869-7096.

Question 1

Identify and discuss key issues and problems related to the fit between the organization?s current business strategy and its HRM strategy and practices.
Include as a part of your analysis, the following:
1.Identification of business mission and strategy
2.Environmental analysis
3.SWOT analysis (including HR factors)
4.Value proposition
5.Primary and secondary business objectives
6.Identification of HRM strategy
7.Assessment of alignment of business and HRM strategies
8.Identification of key HRM issues/problems related to alignment

Question 2

With reference to the HRM component areas listed below, formulate a strategic HR action plan to resolve key issues/ problems identified in Q1 above. Where appropriate, cite research and theoretical concepts to support the recommendations. (Only elaborate on those that apply)

HR Planning Staffing
Training & Development Compensation
Work systems/job design Employee relations
Performance management Health & Safety

This question addresses how the broad range of applicable HRM component areas can be aligned to support the business strategy. Organize your response based on business objectives and supporting HRM objectives, followed by a discussion of recommended HR actions



Question 3

Elaborate on any two of the HRM component areas included in the strategic HRM action plan developed in response to Q2.
This question calls for a more in-depth look at your strategic HRM action plan, including issues of implementation. Be specific and relate your remarks to the HRM issues/problems identified in the case.

No references needed

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Part1,1 page answer: Discussion Board Activity : Based on the readings and your own experience decide which of the managerial competencies you think are the three most important and why. Post your list of the three most important competencies. Be sure to give detailed reasons why you think these competencies are the most important. 1 page


Part 2, 1page response: Discussion Board Response : Review all the Discussion Board responses and compare them with your own responses. Do you see similarities? Differences? Why do you think the answers are similar/different? After reviewing all the responses, do you still think the three you originally chose are still the three most important? Why or why not? Below is a discussion board activity another student wrote that needs a response:
?
Communication is the most important competency in the spectrum. Communication is a vital tool to relay things to be funded, executed and completed. Without communication (verbal or physical), it would not be possible to relay what task you want done and how and when they need to be completed. Lack of communication could result in dangerous situation in a particular career field. A good number of companies rely on communication to be able to be effective in their duties. Without telephones or Internet,?many businesses would not be able to produce or ship various goods in a timely manner. Sales would not be progressing fast enough to make a profit. Internet is also a good communication tool. Advertising on the web is a big part of sales in our economy. In reference to law enforcement, the Internet is a vital tool to be safe on the job. Information on offenders?is from communication from the internet(VPN). How you communicate on the radio is a vital component of communication. Communicating the information on what, where and why someone is doing what they are doing to protect yourself from being killed relies on communication. So the moral of my analogy of communication is that it?works well with all competency of management and you need?communication to be successful in your jobs.
Planning and administration is another important competency to posses. Planning will allow you to analyze and collect thoughts on what and how things will get accomplished. Whit planning, you can brain storm with a group of individuals and think about the pros and the cons of every decision before a decision is made. When you plan in this manner, you can eliminate any future problems that may come upon yourself or the company. Wwithout planning, you will be putting your self in a position of possibly failing or getting hurt. Administratively, you have to plan for budget reasons. If you have a task or a project and there is not enough fund available you will have to find funds. Then you have to allocate the funds to different projects. If you fail to do this function, the entire project will be at a stand still. In order to plan, you have to communicate, which takes me back to communication.
Teamwork is an essential tool to put in place when it comes to management and its competencies. Without team work you will not have a good progression of work completion. You can progress individually buy not at a higher rate as you would working in a group. Selecting a group that can work together effectively and able to progress at a good rate is essential to team work. Teams that cant communicate and plan how they will contribute to the team. Again, I reflected back on the other two competencies to show how they all are important to the others and how they need each other. Teamwork is needed in almost all life functions (politics, work, sports, etc). Teamwork is a very effective tool to survive in our economy globally. We have to work (as a team) with other country for trade purposes and during wars. Trading is a very common activity in our world today. Imports and exporting is considered teamwork because in order to be successful, you need to communicate, plan and come together as a team too talk it out to come up with a deal.
The three competencies I selected work well together, better than others and can make the economy move towards a good end.

Write a 4 page report on the case study "Allstate Insurance Company".
Type the question followed by the answer.

1. Using the model for goal setting, evaluate Allstate's goal setting process to determine whether or not Allstate has an effective goal-setting program. (Model for Goal Setting- Challenge(Goal Difficulty, Goal Clarity, Self-Efficacy); Moderators(Ability, Goal Committment, Feedback, Task Complexity); Mediators(Direction,Effort,Persistence,Task Strategy)

2. Discuss the competitive advantage Allstate has from the development of the Diversity Index.

3. Recommend the types of high performance reward system Allstate should use to motivate its employees to reach its diversity goals. (External- bonuses, paid vacations, etc.; Internal-sense of achievement, pride in accomplishment, and feelings of success)

4. If you were an Allstate employee, discuss whether or not you would be motivated by the Diversity Index and QLMS. Provide a detailed explanation.

I will upload the case study.
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PLEASE MAKE IT CUSTOM
Analyze a (global) FORTUNE 500 company (other than Nestle, Proctor & Gamble, Levi Strauss, Starbucks, Merck, Kraft, Apple, or Dell)
I. Current Situation
A. Current Performance
How did the corporation perform the past year overall in terms of return on investment,
market share and profitability?
B. Strategic Posture
What are the corporations current mission, objectives, strategies and policies?
1. Are they clearly stated or are they merely implied from performance ?
2. Mission: What business(es) is the corporation in? Why?
3. Objectives: What are the corporate, business, and functional objectives?
Are they consistent with each other, with the mission and with the internal and
external environments?
4. Strategies: What strategy or mix of strategies is the corporation following?
Are they consistent with each other, with the mission, objectives, and
strategies, and with the internal and external environments?
5. Policies: What are they? Are they consistent with each other, with the
mission, objectives and strategies and with the internal and external
environments?
6. Do the current mission, objectives, strategies and policies reflect the
corporations international operations, whether global or multidomestic?
II. Corporate Governance
A. Board of Directors
1. Who are they? Are they internal or external?
2. Do they own significant shares of stock?
3. Is the stock privately held or publicly traded? Are there different classes of
stock with different voting rights?
4. What do they contribute to the corporation in terms of knowledge, skills,
background, and connections? If the corporation has international operations,
do board members have international experience?
5. How long have they served on the board?
6. What is their level of involvement in strategic management? Do they merely
rubberstamp top managements proposals or do they actively participate and
suggest future directions?
1. Source: Essentials of Strategic Management Thomas L. Wheelen and J. David Hunger
Prentice Hall
B. Top Management
1. What person or group constitutes top management?
2. What are top managements chief characteristics in terms of knowledge, skills,
background and style? If the corporation has international operations, does top
management have international experience? Are executives from acquired
companies considered part of the top management team?
3. Has top management been responsible for the corporations performance over
the past few years? How many managers have been on their current position
for less than three years? Were they internal promotions or external hires?
4. Has it established a systematic approach to strategic management?
5. What is its level of involvement in the strategic management process?
6. How well does top management interact with lower-level managers and with
the board of directors?
7. Are strategic decisions made ethically in a socially responsible manner?
8. What role so stock options play in executive compensation?
9. Is top management sufficiently skilled to cope with likely future challenges?
III. External Environment: Opportunities and Threats
(SWOTs)
A. Societal Environment
1. What general environment forces are currently affecting both the corporation
and the industries in which it competes? Which present current or future threats?
Opportunities?
a. Economic
b. Technological
c. Political-legal
d. Sociocultural
2. Are these forces different in other regions of the world?
B. Task Environment
1. What forces drive industry competition? Are these forces the same globally or
do they vary from country to country?
a. Threat of new entrants
b. Bargaining power of buyers
c. Threat of substitutes products or services
d. Bargaining power of suppliers
e. Rivalry among competing firms
f. Relative power of unions, governments, special interest groups, etc.
2. What key factors in the immediate environment (that is, customers,
competitors, suppliers, creditors, labor unions, governments, trade associations,
interest groups, local communities, and shareholders) are currently affecting the
corporation? Which are current or future threats? Opportunities?
C. Summary of External Factors (List in EFAS Table)
Which of these forces and factors are the most important to the corporation and to the
industries in which it competes at the present time? Which will be important in the
future?
IV. Internal Environment: Strengths and Weaknesses
(SWOTs)
A. Corporate Structure
1. How is the corporation structured at present?
a. Is the decision-making authority centralized around one group or
decentralized to many units?
b. Is it organized on the basis of functions, projects, geography, or some
combination of these?
2. Is the structure clearly understood by everyone in the corporation?
3. Is the present structure consistent with current corporate objectives, strategies,
policies, and programs, as well as with the firms international operations?
4. In what ways does this structure compare with those of similar corporations?
B. Corporate Culture
1. Is there a well-defined or emerging culture composed of shared beliefs,
expectations, and values?
2. Is the culture consistent with the current objectives, strategies, policies, and
programs?
3. What is the cultures position on important issues facing the corporation (that
is, on productivity, quality of performance, adaptability to changing
conditions, and internationalization)?
4. Is the culture compatible with the employees diversity and backgrounds?
5. Does the company take into consideration the values of each nations culture in
which the firm operates?
C. Corporate Resouces
1. Marketing
a. What are the corporations current marketing objectives, strategies,
policies, and programs?
i. Are they clearly stated, or merely implied from performance
and/or budgets?
ii. Are they consistent with the corporations mission, objectives,
strategies, policies and with internal and external environments>
b. How well is the corporation performing in terms of analysis of market
position and marketing mix (that is, product, price, place and
promotion) in both domestic and international markets? What
percentage of sales comes from foreign operations? Where are current
products in product life cycle?
i. What trends emerge from this analysis?
ii. What impact have these trends had on past performances and
how might these trends affect future performance?
iii. Does this analysis support the corporations past and pending
strategic decisions?
iv. Does marketing provide the company with a competitive
advantage?
c. How well does this corporations marketing performance compare with
that of similar corporations?
d. Are marketing managers using accepted marketing concepts and
techniques to evaluate and improve product performance? (Consider
product life cycle, market segmentation, market research, and product
portfolios.)
e. Does marketing adjust to the conditions in each country in which it
operates?
f. What is the role of the marketing manager in the strategic management
process?
2. Finance
a. What are the corporations current financial objectives, strategies,
policies, and programs?
i. Are they clearly stated or merely implied from performance
and/or budgets?
ii. Are they consistent with the corporations mission, objectives,
strategies, policies and with internal and external environments?
b. How well is the corporation performing in terms of financial analysis?
(Consider ratios, common-size statements, and capitalization structure.)
How balanced in terms of cash flow is the companys portfolio of
products and businesses?
i. What trends emerge from this analysis?
ii. Are there any significant differences when statements are
calculated in constant versus reported dollars?
iii. What impact have these trends had on past performance and
how might these trends affect future performance?
iv. Does this analysis support the corporations past and pending
strategic decisions?
v. Does finance provide the company a competitive advantage?
c. Howwell does this corporations financial performance compare with
that of similar corporations?
d. Are financial managers using accepted financial concepts and
techniques to evaluate and improve current corporate and divisional
performance? (Consider financial leverage, capital budgeting, ratio
analysis, and managing foreign currencies.)
e. Does finance adjust to the conditions in each country in which the
company operates?
f. What is the financial managers role in the strategic management
process?
3. Research and Development (R&D)
a. What are the corporations current R&D objectives, strategies, policies
and programs?
i. Are they clearly stated, or merely implied from performance or
budgets?
ii. Are they consistent with the corporations mission, objectives,
strategies, policies and with internal and external environments?
iii. What is the role of technology in corporate performance?
iv. Is the mix of basic, applied and engineering research
appropriate given the corporate mission and strategies?
v. Does R&D provide the company with a competitive advantage?
b. What return is the corporation receiving from its investment in R&D?
c. Is the corporation competent in technology transfer? Does it use
concurrent engineering and cross-functional work teams in product and
process design?
d. What role does technological discontinuity play in the companys
products?
e. How well does the corporations investment in R&D compare with the
investments of similar corporations?
f. Does R&D adjust to the conditions in each country in which the
company operates?
g. What is the role of the R&D manager in the strategic management
process?
4. Operations and Logistics
a. What are the corporations current manufacturing/service objectives,
strategies, policies and programs?
i. Are they clearly stated, or merely implied from performance or
budgets?
ii. Are they consistent with the corporations mission, objectives,
strategies, policies and with internal and external environments?
b. What is the type and extent of operations capabilities of the
corporation? How much is done domestically versus internationally?
Is the amount of outsourcing appropriate to be competitive? Is
purchasing being handled appropriately?
i. If the corporation is product-oriented, consider plant facilities,
type of manufacturing system (continuous mass production
intermittent job shop, or flexible manufacturing), age and type
of equipment, degree and role of automation and/or robots, plant
capacities and utilization, productivity ratings, availability and
type of transportation.
ii. If the corporation is service-oriented, consider service facilities
(hospital, theater, or school buildings), type of operations
systems (continuous service over time to same clientele or
intermittent service over time to varied clientele), age and type
of supporting equipment, degree and role of automation and use
of mass communication devices (diagnostic machinery,
videotape machines), facility capacities and utilization rates,
efficiency ratings of professional and service personnel and
availability and type of transportation to bring service staff and
clientele together.
c. Are manufacturing or service facilities vulnerable to natural disasters, local or
national strikes, reduction or limitation of resources from suppliers, substantial
cost increases of materials, or nationalization by governments?
d. Is there an appropriate mix of people and machines, in manufacturing firms, or
of support staff to professionals (in service firms)?
e. How well does the corporation perform relative to the competition? Is it
balancing inventory costs (warehousing) with logistical costs (just-in-time)?
Consider costs per unit of labor, material, and overhead; downtime; inventory
control management and scheduling of service staff; production ratings; facility
utilization percentages; and number of clients successfully treated by category
(if service firm) or percentage of orders shipped on time (if product firm).
i. What trends emerge from this analysis?
ii. What impact have these trends had on past performance and how might
these trends affect future performance?
iii. Does this analysis support the corporations past and pending strategic
decisions?
iv. Does operations provide the company with a competitive advantage?
f. Are operations managers using appropriate concepts and techniques to evaluate
and improve current performance? Consider cost systems, quality control and
reliability systems, inventory control management, personnel scheduling,
TQM, learning curves, safety programs, and engineering programs that can
improve efficiency of manufacturing or of service.
g. Does operations adjust to the conditions in each country in which it has
facilities?
6. Information Systems (IS)
a. What are the corporations current IS objectives, strategies, policies and
programs?
i. Are they clearly stated, or merely implied from performance and/or
budgets?
ii. Are they consistent with the corporations mission, objectives,
strategies, policies, and with internal and external environments?
b. How well is the corporations IS performing in terms of providing a useful
database, automating routine clerical operations, assisting managers in making
routine decisions, and providing information necessary for strategic decisions?
i. What trends emerge from this analysis?
ii. What impact have these trends had on past performance and how might
these trends affect future performances?
iii. Does this analysis support the corporations past and pending strategic
decisions?
iv. Does IS provide the companu with a competitive advantage?
c. How does this corporations IS performance and state of development compare
with that of similar corporations Is it appropriately isomg the Internet,
intranet and extranets?
d. Are IS managers using appropriate concepts and techniques to evaluate and
improve corporate performance? Do they know how to build and manage a
complex database, establish Web sites with firewalls, conduct system analyses,
and implement interactive decision-support systems?
e. Does the company have a global IS and Internet presence? Does it have
difficulty moving data across national boundaries?
f. What is the role of the IS manager in the strategic management process?
D. Summary of Internal Factors (List in IFAS Table)
Which of these factors are core competencies?
Which, if any, are distinctive competencies?
Which of these factors are the most important to the corporation and to the industries in
which it competes at the present time? Which might be important in the future?
V. Analysis of Strategic Factors (SWOT)
A. Situational Analysis (List in SFAS Table)
What are the most important internal and external factors (Strengths, Weaknesses,
Opportunities, Threats) that strongly affect the corporations present and future
performance? List eight to ten strategic factors.
B. Review of Mission and Objectives
1. Are the current mission and objectives appropriate in light of the key strategic
factors and problems?
2. Should the mission and objectives be changed? If so, how?
3. If changed, what will be the effect on the firm?
VI. Strategic alternatives and Recommended Strategy
A. Strategic Alternatives (See Towns Matrix)
1. Can the current or revised objectives be met by the simple, more careful
implementing of current strategies? (for example, fine-tuning them?)
2. What are the major feasible alternative strategies available to this corporation?
What are the pros and cons of each? Can corporate scenarios be developed
and agreed upon? (Alternatives must fit societal environment, industry and
company for next 3 to 5 years,)
a. Consider stability, growth, and retrenchment as corporate strategies.
b. Consider cost leadership and differentiation as business strategies.
c. Consider any functional strategic alternatives that might be needed to
reinforce an important corporate or business strategic alternative.
B. Recommended Strategy
1. Specify which of the strategic alternatives you recommend fo the corporate,
business and functional levels of the corporation. Do you recommend
different business or functional strategies for different units of the corporation?
2. Justify your recommendation in terms of its ability to resolve both long- and
short-term problems and effectively deal with the strategic factors.
3. What policies should be developed/ revised to guide effective implementation?
4. What is the impact of your recommended strategy on the companys core and
distinctive competencies?
VII. Implementation
A. What kinds of programs and action plans (for example, restructuring the corporation
or instituting TQM) should be developed to implement the recommended strategy?
1. Who should develop these programs?
2. Who should be in charge of these programs?
B. Are the programs financially feasible? Can pro forma budgets be developed and
agreed upon? Are priorities and timetables appropriate to individual programs?
C. Will new standard operating procedures need to be developed?
VII. Evaluation and Control
A. Is the current information system capable of providing sufficient feedback on
implementation activities and performance? Can it measure strategic factors?
1. Can performance results be pinpointed by area, unit, project, or function?
2. Is the information timely?
B. Are adequate control measures in place enable the recommended strategic plan?
1. Are appropriate standards and measures being used?
2. Are reward systems capable or recognizing and rewarding good performance?

Spectrum Brands CEO

Born in Barberville, Kentucky, David Jones began as first-line supervisor at General Electric, where he spent the first 13 years of his successful career before moving on and moving up. Jones has held chief executive positions with Electrolux, direct selling of vacuum cleaners, Regina Corporation, an appliances company, and Thermal Scan, a medical product company. This varied industry background and his enthusiasm for sports as a young man, helped shape Joness management style. He emphasizes the importance of commitment, enthusiasm, and teamwork as important elements for success. Jones is convinced that pride in ones company, its employees, and its management team are keys to a successful operation.

Jones joined Rayovac in 1996. At that time, the company almost exclusively produced batteries. In this first year, Rayovac generated sales of $400 million. Since that time, Jones has changed the strategic direction of the company, introducing a diversified product line and competing in several different markets. Joness strategy has ultimately led to a name change for the corporation. Today, the former Rayovac Corporation is known as Spectrum Brands Corporation. While still producing batteries, the companys products are diversified into the markets of pet products, personal grooming, and lawn and garden care. There is no doubt that Joness team-oriented style and diversification strategy have had a positive impact on Spectrum Brands. Todays gross sales are $2.8 billion.


Analyze the situation above, complete the actions report with your conclusions:

Given the business situation for Spectrum Brand, explain how the firm might organize using a Matrix structure for the organization.

1. Explain how the firm could operate using a Multidivisional structure.

2. Discuss and explain which structure would be more effective for the organization?

-For each of the 2 organizational structures, give 3 examples of potential communication problems the structure might cause.
-Recommend corrective actions the company can take to address these issues.

3. For each of the 2 organizational structures, recommend the degree of centralization that would be most effective.

Only book sources.

This is a marketing plan should include :

My assessment is based on toothpaste:
Snoring is a major problem for sizeable promotion of the population. The product is toothpaste, which, beside being and effective cleaner, contains a patented mix of ingredients that stop snoring, is over 85% of users (clinical trials have been undertaken). The ingredient cannot be used with current commercial toothpaste because of reaction, so that a special paste has had to be developed. After the user has brushed their teeth using 3g of paste, taking a small mouthful of water while retaining the toothpaste and then gargling for 10 second, activates the ingredients. The soft palate and upper airway walls are temporarily tightened so that they do not vibrate .The effect lasts up to 8 hours.
The formulated toothpaste costs 1.10 for a 100g tube and 2.20 for a 250g tube {there is a 10% additional cost for a pump type dispenser}


My plan should contain a Situation Analysis with a brief environment scan, some basic marking research to identify the characteristics of an appropriate target market segment,
Relevant media &channel etc and include proposals for the use of the marketing mix to reach your target market segment. This should relevant elements where appropriate such as product features and benefits, branding, package design, channels of distribution, pricing strategy &structure recommend end user prices and trade prices for your proposed distribution channels [see comments below regarding costs], promotion etc. If necessary, you may make assumptions regarding the features of your selected product, where they are not specified below and any internal organisational aspects (i.e. an internal marketing audit is not required). However you must state assumptions.

Costs (of manufactures or supply to you) are shown and you may assume that for the purposes of this plan they are fixed and, where appropriate, include the cost of the packing. Remember these are costs to the company. You need to determine the selling price to cover costs and generate a worthwhile contribution.
My report should identify and justify the necessary marketing expenditure budget for the first time. Be explicit about your promotion, including specific media, frequency etc and costs.

As part of my organizational behaviour and human resources management masters course, I have to prepare a business report, of 7500 words regarding any company from any industry of my choice.
My professor is very much into the automotive industry, and you are in an American based company, so I thought that the General Motors GM would be a good company to have my business report written about.

The specification and the grading of the report are as follow:

10 points for Report Presentation:
Layout and Length; Abstract; Illustrations; Use of business English; clarity and quality of references
25 Points for Strategic Plan:
Company Background; Supporting case studies; Analysis and Methodology; Vision and Mission; Quality and Management initiatives
25 Points for Organizational Behavior:
Leadership and management, Organizational structure; grouping and teamwork; organizational culture, information Systems
20 Points for Human Resources Management issues:
Resourcing and legal issues; Skills; Training and development; Appraisal; Coaching and mentoring; Performance and motivation
20 points for Future Directions:
Change Management Plan, Organizational Development; success factors; communication and influencing, recommendations


My professors Recommendations are as follow:

1- Report should contain a Front page with the necessary professional details on it
2- After the front page there should be an abstract which is a paraphrased collection of the introductions of all the chapters of the report
3- Then comes the contents page
4- Then each chapter should commence with an introductory paragraph, and end with a conclusion or a discussion.
5- The Aim, the Method, the Outcome and a detailed SWOT analysis should be in the first chapter.
6- The second chapter is about literature review
7- Chapter III and onwards are for the research, but they should be in a logical order.
8- A discussion and/or a Future directions chapter should come before the last chapter
9- The last chapter should be a conclusion
10- Then there should be a list of references and works cited in alphabetical order
11- Finally appendices.

The whole report should be written in the third person. And it should contain a few diagrams and picture relevant to the report. You can find them at the following website: http://www.amba-qa.demon.co.uk/hrm.htm .
All my Course notes are uploaded on the internet, and the link to the page is: http://www.amba-qa.demon.co.uk/OB&HRM.htm .
Even though the above links may lead you to a page saying that the lectures are not available anymore, please click on them because they are there, and the professor said he will not remove them.

The font of the text should be 12 points Times Roman, with one inch of margin space. It should not be double spaced.

The referencing style to use is Harvard.

Below I am pasting to you the reply of my Professor then I asked him via e-mail about his professional assessment regarding writing my Report about GM:

If you choose the automotive industry, there are lots of books and web sites for the big three (Chrysler, Ford and GM). If you take the example of Jaguar Cars Limited, there is an interesting history of being an independent company, then, in 1992, becoming part of the Ford Motor Company. Recently, it has been acquired by Tata Motors (India). Jaguar or Volvo or Land Rover all have a similar background.

Should you need any additional information that may help you to prepare a perfect project that would grant me a very high score, please, please e-mail me.

Good luck and thank you.

Youssef Tyan



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Paper on the evaluation of Google Inc.(Company) corporate governance structure based on the topics below:

So Google is the company used for the paper

1. What is Corporate Governance (January 7)
1) We will begin by first defining what is meant by corporate governance and who the parties are.
2) Next, we will review the Sarbanes Oxley Act of 2002 and how it might change the traditional view of corporate governance.
Here, the role of the Board will be discussed against the current business environment and potential for further regulation.

2. The Role of the Outside Counsel (January 14)

In this session, we will hear from a legal expert about the current and changing role of both internal and external counsel. We will address issues such as the responsibilities of counsel to address weaknesses in the process, why the Board of Directors may now need its own legal counsel, and what impact recently enacted legislation might have on shareholder suits.

3. Further defining the Role of the CEO and Board of Directors (January 18 - Friday)

We will discuss how to balance the companys and the Boards responsibilities to Labor, Management, Itself, The Community, and the Government (Local, State, and Federal). Criteria for Board membership, internal vs. external membership, balance, etc. will be examined in depth. Discussion will focus on the role of the Boards Audit, Compensation, and Nominating Committees.

4. The Use of Financial Statements to Identify Red Flags (January 28)

In this session, we will discuss the issues that have led to failures in the financial accounting and reporting processes of publicly traded firms. We will test our knowledge of our abilities to recognize the warning signs before they manifest into a required restatement by reviewing a filing by a public company.

5. Compensation and the Role of the Board (February 4)
In this session, we will hear from an expert in compensation on how compensation is set and other issues related to compensation. We will also discuss the form and amount of Board member compensation.



6. The Production of Financial Information (February 11)

Issues addressed include who is responsible for responsible for the financial statements, the role of the board in determining accuracy of the data, the documentation of a companys internal corporate policies, and how the changes in Sarbanes Oxley will impact the timeliness and transparency of financial statements. Finally, we will hear from an expert on the impact of Sarbanes Oxley on internal control issues.

7. Monitoring Internal Control and Ethics Within the Corporation (February 18)

In this session, we will examine the responsibilities and constraints placed by Sarbanes Oxley on the management of a corporation to monitor their internal control system and the implementation and operation of the code of ethics for their senior financial officers. We will hear from a senior member of management of a publicly traded corporation who has primary responsibilities for these activities.

Instructions:
Focus on NCF?s O&Ds? fido duties ??" loyalty, due care, good faith and candid disclosure; underwriting policies, if any; sub-prime risk management controls; issues relating to kickouts, EPDs and FPDs; NCF?s exposure to operating risks including technology, systems (including internal controls), and personnel; repurchase reserve risk management including interest recapture risk; any problems relating to residual interests, OBS policies; any substantive accounting issues; failure of the outside auditors; and maybe any management shortcomings.

1. Strategic objectives? Their business model to achieve objectives?
2. Principal risks?
3. Performance variables, metrics? Did they performan in line with metrics?
4. Key reporting items in NCFs financials? Examiners take on possible reporting errors?
5. Why did NCF fail?
6.Was the Board paying attention? Whered they come up short in their duties?
7.Any other stuff? Financing strategy? Liquidity risks sorta like LTCM?


Only include this source article:

I. INTRODUCTION AND EXECUTIVE SUMMARY
On February 7, 2007, New Century Financial Corporation ("New Century," or the "Company") announced the need to restate its financial statements for the first three quarters of 2006. At the time, New Century was the second largest originator of subprime residential mortgage loans, which are loans made to borrowers who represent a high level of credit risk. The Company had grown at an incredible pace since inception, from originating $357 million in mortgage loans in its first year of operation in I996 to approximately $60 billion in 2006. New Century's equity securities were traded on the New York Stock Exchange ("NYSE"), the Company had a market capitalization of over $1 billion in February 2007, and it had credit facilities of $17.4 billion to finance its activities. New Century reported net earnings of $411 million for 2005 and $276 million for the nine months ended September 30, 2006.

The February 7, 2007 news that New Century needed to restate its 2006 interim financial statements caused a dramatic and swift descent of the Company. Immediately following the announcement, New Century's stock price dropped precipitously, and the Company disclosed on March 2, 2007 that it would not file its 2006 Annual Report on time. This revelation and other developments prompted increased margin calls by the Company's lenders, accompanied by their refusal to provide further financing. As a result of these financial pressures, New Century stopped accepting loan applications on March 8, 2007, and the NYSE delisted the Company's securities on March 13, 2007. On April 2, 2007, New Century and many of its affiliates (collectively the "Debtors") filed for bankruptcy protection. KPMG LLP ("KPMG") resigned as the independent auditor for New Century on April 27, 2007, and the Company announced on May 24, 2007 that its financial statements for the year ended December 31, 2005 also should no longer be relied upon.

On June I, 2007, this Court issued an order directing the United States Trustee for Region 3 ("U.S. Trustee") to appoint an Examiner to, among other things, "investigate any and all accounting and financial statement irregularities, errors or misstatements" and "to prepare a report within 90 days of the date of appointment, unless such time shall be extended by the Court." On June 5, 2007, the U.S. Trustee appointed Michael J. Missal as Examiner and that appointment was approved by this Court on June 7, 2007. On November 21, 2007, the Examiner filed his First Interim Report related to the possible post-petition unauthorized use of cash collateral by New Century. The Court subsequently extended the date to file this Final Report unti! Febroary 29, 2008.

The Examiner has completed his investigation and files this Final Report. The Examiner recognizes that the subprime mortgage market collapsed with great speed and unprecedented severity, resulting in all of the largest subprime lenders either ceasing operations or being absorbed by larger financial institutions. Taking these events into consideration and attempting to avoid inappropriate hindsight, the Examiner concludes that New Century engaged in a number of significant improper and improdent practices related to its loan originations, operations, accounting and financial reporting processes. KPMO contributed to certain of these accounting and financial reporting deficiencies by enabling them to persist and, in some instances, precipitating the Company's departures from applicable accounting standards.

The June I Order required the Examiner to identify any potential claims that the Debtors' estates may have arising out of any improper conduct. The Examiner believes that at least several causes of action may be available to the estates. First, the estates may be able to assert causes of action against KPMO for professional negligence and negligent misrepresentation based on KPMG's breach of its professional standard of care in carrying out its audit and reviews of the Company's financial statements and its related systems of internal controls. Second, the estates may be able to assert causes of action against some former Officers of New Century to recover certain of the bonuses paid to them in 2005 and 2006 that were tied, directly or indirectly, to New Century's incorrect financial statements. These causes of action could seek millions ofdollars in recoveries.

New Century's Officers and Directors owed the Company fiduciary duties ofloyalty, due care, good faith and candid disclosure. The Examiner has assessed the conduct of certain former Officers and current and former Directors to determine whether their actions or inactions may give rise to potential causes of action on behalf of the estates. Breach of fiduciary duty claims against officers and directors have strong defenses to overcome, particularly the business judgment rule and statutory or other limitations. Accordingly, the Examiner has not included a detailed discussion ofsuch potential claims. Nonetheless, because questions may be raised about the conduct and level of care exhibited by the former Officers and current or former Directors, some potential areas ofconcern are outlined in this Final Report.

All of New Century's revenues, assets and operations were directly affected by the Company's subprime lending policies and practices. It is therefore pertinent to New Century's accounting and financial reporting processes to examine issues related to the Company's loan originations.

New Century had a brazen obsession with increasing loan originations, without due regard to the risks associated with that business strategy. Loan originations rose dramatically in recent years, from approximately $14 billion in 2002 to approximately $60 billion in 2006. The Loan Production Department was the dominant force within the Company and trained mortgage brokers to originate New Century loans in the aptly named "CioseMore University." Although a primary goal of any mortgage banking company is to make more loans, New Century did so in an aggressive manner that elevated the risks to dangerous and ultimately fatal levels.

The increasingly risky nature o f New Century's loan originations created a ticking time bomb that detonated in 2007. Subprime loans can be appropriate for a large number of borrowers. New Century, however, layered the risks of loan products upon the risks of loose underwriting standards in its loan originations to high risk borrowers. For example, more than 70% of the loans originated by the Company had low initial "teaser rates" that were highly likely to increase significantly over time. A senior New Century officer noted in 2004 that borrowers would experience "sticker shock" after the teaser rates expired. More than 40% of the loans originated by New Century were underwritten on a stated income basis. These loans are sometimes referred to as "liars' loans" because borrowers are not required to provide verification of claimed income, leading a New Century employee to tellcertain members of Senior Management in 2004 that "we are unable to actually determine the borrowers' ability to afford a loan." Another common loan product offered by New Century that had a high degree of risk was the "80120" loan, which involved two separate loans for the same transaction: a first lien mortgage loan with an 80% loan to value ratio and a second lien loan with a 20% loan to value ratio, resulting in a combined financing of 100% of the value of the mortgaged property. One Senior Officer o f New Century noted in early 2006 that the performance o f these 80/20 loans in 2005 was "horrendous."

New Century also made frequent exceptions to its underwriting guidelines for borrowers who might not otherwise qualify for a particular loan. A Senior Officer of New Century warned in 2004 that the "number one issue is exceptions to guidelines." Moreover, many of the appraisals used to value the homes that secured the mortgages had deficiencies. Of the New Century loans rejected by investors, issues with appraisals were the cause of more than 25% of these "kickouts."

Senior Management turned a blind eye to the increasing risks of New Century's loan originations and did not take appropriate steps to manage those risks. New Century's former Chief Credit Officer noted in 2004 that the Company had "no standard for loan quality." Instead of focusing on whether borrowers could meet their obligations under the terms of the mortgages, a number of members of the Board of Directors and Senior Management told the Examiner that their predominant standard for loan quality was whether the loans New Century originated could be initially sold or securitized in the secondary market. This attitude resulted in an increasing probability that New Century would have to repurchase billions of dollars of the riskier loans because of significant defaults or loan defects, particularly if market conditions changed. Some New Century employees recognized the increased perils of these mortgage products and lending practices starting no later than 2004, and recommended changes to manage and minimize risk. These recommendations, however, were either largely rejected or ignored by Senior Management, until market forces drove changes to the Company's practices in the second half of 2006. By that time, however, billions of dollars of dubious mortgages were either held by New Century on its balance sheet or injected into the markets.

Senior Management was aware of an alarming and steady increase in early payment defaults ("EPD") on loans originated by New Century, beginning no later than mid- 2004. The surge in real estate prices slowed and then began to decrease, and interest rates started to rise. The changing market conditions exacerbated the risks embedded in New Century's products, yet Senior Management continued to feed eagerly the wave of investor demands without anticipating the inevitable requirement to repurchase an increasing number of bad loans. Unfortunately, this wave turned into a tsunami of impaired and defaulted mortgages. New Century was not able to survive and investors suffered mammoth losses.

Senior Management similarly gave inadequate attention to the increasing amounts of investor "kickouts." Many loans were rejected for reasons that should have been relatively easy to fix, such as missing documentation from newly funded loan files. Indeed, one former New Century manager recognized that "if we could just cure the no brainer type items l list below we would serve ourselves well." The problem was not cured and kickout rates increased over time. Between 2004 and the end of 2006, investors rejected approximately $800 million in loans simply due to missing documentation, and billions of dollars of loans for other reasons. Investor kickouts resulted in millions of dollars in additional expenses for New Century to correct and maintain these loans, wasting New Century's assets and further impairing liquidity.

New Century also did not invest in the necessary technologies, systems or personnel to meet its growing business and expanding challenges. Many of the Company's failures can be traced at least in part to these inadequacies.

New Century's Senior Management did not set an appropriate "tone at the top." Many former New Century employees rationalized the Company's actions with the belief that the Company was conducting business in the same manner or even better than its competitors. The Examiner did not review the practices of other similarly situated companies, but even if New Century's practices were not outside the norm of its industry, this would not absolve anyone from failing to follow applicable accounting rules, legal standards or prudent business practices.

New Century engaged in at least seven wide-ranging improper accounting practices in 2005 and 2006, most of which were not in conformance with generally accepted accounting principles ("GAAP"). As a whole, these practices resulted in material misstatements of the Company's consolidated financial statements for at least the fiscal year ended December31, 2005 and the first three quarters of 2006. The Examiner did not find sufficient evidence to conclude that New Century engaged in earnings management or manipulation, although its accounting irregularities almost always resulted in increased earnings. Ironically, New Century branded itself as a "New Shade of Blue Chip," a marketing campaign which claimed that the Company would outperform its competitors by showing strong results achieved with "integrity." It is now clear that the New Century did not achieve its financial results with "integrity."

New Century disclosed on February 7, 2007 that it had not been accounting properly for the reserve for losses associated with the repurchase of loans previously sold to investors. The Examiner's investigation determined that New Century calculated the repurchase reserve incorrectly by not accounting for the growing backlog of repurchase claims relating to older loan sales and by excluding interest that needed to be paid to investors ("Interest Recapture") at the time ofloan repurchase. Specifically, New Century did not include the back- log of outstanding repurchase claims in any of its repurchase reserve calculations and excluded

Interest Recapture from the repurchase reserve calculation for 2005 and the first two quarters of 2006. The Examiner further determined that New Century reduced its repurchase reserve calculation in 2006, at a time when the Company was being flooded with repurchase claims from investors, by excluding two other critical components. In the second quarter of 2006, New Century removed a loss severity component on the existing inventory of loans already repurchased and included in the Loans Held for Sale ("LHFS") account. The Company then also removed loss severity on estimated future repurchases in the third quarter of2006. These critical omissions and changes were a violation of GAAP and materially understated the repurchase reserve by at least $104.8 million by the third quarter of 2006. New Century also failed to apply appropriately lower of cost or market ("LOCOM") accounting in valuing LHFS. By the third quarter of 2006, the LHFS account was overstated on New Century's financial statements by at least $85.8 million.

Several interviewees claimed that KPMG actually recommended the improper changes to the repurchase reserve calculation that were made in the second and third quarters of 2006. Although KPMG denied recommending any changes, it acknowledged discussing the issues with New Century at around the time they were made, and its workpapers document the changes. The workpapers further reflect that KPMG evaluated and approved the third quarter change. New Century is ultimately responsible for the accuracy of its financial statements, but KPMG bears responsibility, at a minimum, for suggesting accounting changes in the second and third quarters of 2006 that were inconsistent with GAAP and for failing to detect the material understatements of te repurchase reserve and the LOCOM valuation account. Further, members of the Accounting Department and KPMG should have advised the Audit Committee of these material changes to its repurchase reserve calculation, particularly since the Audit Committee specifically inquired about the adequacy o f the repurchase reserve during these time periods.

New Century failed to value properly residual interests that the Company held in off-balance sheet securitizations, which represented hundreds of millions of dollars on its balance sheet. Residual interests were New Century's rights to remaining cash flow or other assets from pools of mortgage loans the Company had securitized. New Century used flawed models to value those residual interests. The Board of Directors, Senior Management and KPMG paid close attention to the valuation of residual interests and knew that New Century was using more aggressive assumptions, including low discount rates, in the valuation models than those of its competitors.

If New Century had used a more appropriate discount rate to compute the present value of future cash flows, the residual interest valuations would have been reduced by at least $14.8 million as of December 31, 2005. Other flawed assumptions resulted in the further overstatement of residual interest valuations by at least another $27.5 million as of December 31, 2005. The Examiner finds that KPMG improperly acquiesced in New Century's reliance upon aggressive or stale assumptions in its residual interest valuation models. The Examiner further finds that KPMG failed to insist that New Century cure significant internal control deficiencies with respect to the valuation of residual interests, such as the absence of documentation describing how the residual interest valuation models worked and how the assumptions used in the models were established, revised or approved.

The Examiner identified five other problematic accounting issues in 2005 and 2006 related to: (i) its allowance for loan losses ("ALL") with respect to loans it held for investment; (ii) its mortgage servicing rights ("MSR"); (iii) its deferral and amortization of loan origination fees and costs; (iv) its hedge accounting; and (v) the $77.7 million of goodwill that New Century recorded in connection with its acquisition of the loan origination platform of the prime mortgage retail division of RBC Mortgage Company. While problems associated with these accounting issues were not of the same financial magnitude as New Century's errors with regard to its repurchase reserve calculations and its valuation of residual interests, they shared some disturbing characteristics that revealed flaws in New Century's accounting and financial reporting processes.

The problematic themes these accounting tssues shared included accounting practices and/or methodologies that were inconsistent with GAAP or otherwise subject to criticism by KPMG; not documenting key assumptions underlying New Century's accounting; using discount rates in key areas of accounting that were low when compared to discount rates used by peer firms or the rates used internally by the Company when developing New Century's business plans; and dismissing or minimizing the significance of New Century's accounting errors or departures from prescribed accounting practices on grounds that they were "immaterial," even in the absence of documented support for these conclusions.

As a consequence of these accounting failures, New Century understated its repurchase reserve by as much as I000% in the third quarter of 2006, reported a profit of $63.5 million in the third quarter of 2006 when it should have reported a Joss, met analysts' earnings expectations for 2005 and the first quarter of 2006 when it should have announced earnings below expectations, and reported an increase in earnings per share ("EPS") of 8% for the second quarter of2006 as compared to the same quarter of2005, when it should have reported at least a 40% decline in EPS. Senior Management benefited from these errors as the three founders (Robert Cote, Edward Gotschall and Brad Morrice) received financial performance bonuses in 2005 that were at least 300% more than they should have been. Other Officers received financial performance bonuses that were approximately 130% to 270% higher than appropriate.

KPMG contributed to these failings in critical ways. Among other inadequacies, KPMG failed to question or test certain important assumptions in a rigorous manner. The KPMG engagement team acquiesced in New Century's departures from prescribed accounting methodologies and often resisted or ignored valid recollUIJendations from specialists within KPMG. At times, the engagement team acted more as advocates for New Century, even when its practices were questioned by KPMG specialists who had greater knowledge of relevant accounting guidelines and industry practice. When one KPMG specialist persisted in objecting to a particular accounting practice on the eve of the Company's 2005 Form 10-K filing -- an objection that was well-founded and later led to a change in the Company's practice -- the lead KPMG engagement partner told him in an e-mail: "I am very disappointed we are still discussing this. As far as I am concerned we are done. The client thinks we are done. All we are going to do is piss everybody off."

Other conduct by KPMG was equally troubling and puzzling. KPMG signed off on a New Century repurchase reserve based on the estimate that the Company would need to repurchase approximately $70 million of the loans sold in the fourth quarter of 2005. At the same time, KPMG's workpapers showed that the number of loans that New Century was going to need to purchase was approximately $140 million, not $70 million. KPMG had no explanation for this large discrepancy. Whether careless or intentional, KPMG's error contributed to a significant understatement of the repurchase reserve.

New Century made a number of false and misleading statements in its public filings, press releases and other communications. For example, New Century disclosed in its Form 10-K for 2005 and Forms 10-Q for 2006 that the Company "occasionally" may repurchase loans beyond the 90-day period after the loans were initially sold. These statements were misleading at best, as New Century knew it had a large and growing backlog of repurchase claims more than 90 days old, an important metric for those analyzing the Company's financial statements. The Examiner did not review all of New Century's public statements, but identified certain problematic statements in connection with the analysis o f other issues.

There was an unhealthy friction between the Board of Directors and Senior Management at a time when the business challenges would have greatly benefited from a strong collaborative relationship. An effective working relationship between a company's Board and Senior Management requires mutual respect and a healthy tension. However, this was not the situation at New Century in at least 2005 and 2006. In fact, a number of Board members were openly disdainful of certain members of Senior Management and challenged their integrity and competence. One former Director questioned whether "Management has been providing the board with full disclosure and whether Management judgments have been appropriate." That same Director further "seriously questioned" in 2005 whether "Management has been manipulating earnings." Members of Senior Management believed that some Board members were misguided and involved in issues outside their authority. This tension inhibited an open flow o f information between the Board and Senior Management and restricted the ability o f New Century to react nimbly and effectively to the rapidly deteriorating subprime market.

New Century failed to have an effective system of internal controls. An effective system of internal controls is critical for any public company as it is required by law and promotes accurate reporting, effective operations and compliance with applicable laws and rgulations. Nonetheless, New Century had a number of deficiencies in its system of internal controls, including not tracking the growing backlog o f repurchase requests related to older loans sold to investors, not remediating certain control deficiencies identified in earlier audits and not having proper documentation for key financial processes. These inadequacies contributed to many of the accounting and financial reporting deficiencies identified in this Final Report. KPMG was also to blame as it did not uncover significant internal control deficiencies.

While New Century had an active Audit Committee, it failed to focus on certain issues of crucial importance to the Company, such as loan quality issues in 2004 and 2005, ensuring a sustained analysis by Management of entity-wide risk, key operational risks and proper supervision of New Century's Internal Audit Department. Audit Committees are a vital corporate governance gatekeeper and play an important role in assuring the accuracy and integrity of a company's accounting and financial reporting processes. Had the Audit Committee addressed these issues more effectively and with more urgency, some of the accounting and operational failures may have been avoided.

New Century's Internal Audit Department was also deficient in a number of ways, including not giving adequate attention to kickouts and repurchase claims, and not thoroughly assessing corporate or operational risks. Because New Century was in an industry with extremely high risks, a strong Internal Audit Department was that much more crucial. Unfortunately, New Century's Internal Audit Department was not as strong a corporate governance mechanism as was needed.

The demise of New Century was an early contributor to the subprime market meltdown. The fallout from this market catastrophe has been massive and unprecedented. Global equity markets were rocked, credit markets tightened, recession fears spread and losses are in the hundreds of billions of dollars and growing. While these consequences are not the result of the activities of just one company, the lessons to be learned from New Century's failures will hopefully strengthen and improve future activities within the mortgage and financial services industries.

- Write a paper no more than 2,200 words in which you assume the role of a mutual fund manager deciding whether to invest in a specific company.

- Select one company from the list below:

Motorola Mobility
Apple
Ford
Bank of America
Merck


- Conduct a SWOT analysis for the organization you selected. Based on the information you have gained from this analysis which parts of the SWOT analysis are most relevant to your decision of whether or not to invest in this company?

- Identify the companys internal and external stakeholders.

- Describe their wants and needs.

- Explain how the company is fulfilling those needs. If the company is not fulfilling those explain why the stakeholders needs are not being met and what the company needs to do to ensure they are.

ASSIGNMENT:
Select an assessment instrument likely to be used in your area of professional practice. Parent-Child Relationship Inventory (PCRI) will be used.
Read the reviews for your chosen assessment tool in the Mental Measurements Yearbook (this article is included as an attachment) and other scholarly articles that establish the appropriate use of that tool and what it purports to measure. If available, locate articles discussing the assessment by the developer(s) of the assessment. You may also cite the information provided by the test publisher.
In your paper, analyze the theoretical basis for the choice of the specific assessment tool. Compare how the test developers or publisher and independent reviewers discuss the applicability of the assessment tool to diverse populations. ( Keep in mind that the pages for individual tests often have more than one review at the bottom of the page.) How does this comparison inform making an ethical judgment of the applicability of using the tool with diverse groups of clients? Be certain to cite the relevant sections of the ACA Code of Ethics.
Assignment Requirements
Written communication: Written communication must be free of errors such that the overall message is clear.
APA formatting: Resources and citations are formatted according to APA (6th Edition) Style.
Number of resources: Minimum of 5 scholarly resources (distinguished submissions will likely exceed that minimum).
Length of paper: 5 typed double-spaced pages, excluding title and reference pages.
Font and font size: Times New Roman, 12 point.
Thank you!!!!!
There are faxes for this order.

The First part already submitted is as under with the remarks of the instructor
The organization in the strategic context week 4 mp1:
INTRODUCTION :
Strategic decisions often face controversial public reputation which impacts the entire organization. The effect of globalization, technological advancement and increased role of media has required strategic managers an increased sensitivity to the public appearances. Since companies are operating in the international business structure, their strength of making a choice from the available suppliers on the international board, the capacity of the business to satisfy their international customer needs and operation of business all are now given the increasing importance to be taken under ethical consideration. Therefore, in today?s business environment the firm?s actions are evaluated from its strategic decisions that require a firm to have strong analytical strategy formulation processes, resource-focused approaches to sufficiently consider the importance of working capital (Holt and McNulty, 2008). During this process of strategic decision making and strategy formulation phases, the firm?s establishes a sense of responsibility and credibility to all stakeholder that are considered on ethical grounds.
The increased focus of consumer needs and public awareness has emerged the conceptual framework of ?risk society?. The concept of risk society has given rise to a completely new horizon of the dialogue between the individual, institutions, social and political levels. The ethical framework has strong tangled the risk society creating ?ground rules? of communication between firm and public (Jones, 2002). In view of the changing business environment and the emergence of risk society, the communication mechanism in the strategic decision making process is focused more and is given more importance from organizational members. It actually establishes the basis upon which the strategy implication can be evaluated and carried forward for future sustainability of the organization.
The case of BP deep water horizon oil spill, portrays one such example of corporate strategic decision making under risk society at international front.
STRATEGIC IMPLICATION OF SHELL OIL SPILL : THIS WAS WRONG AS THE ARTICLE WAS ALL ON BP
The strategic parameter for oil & gas companies in general is to make sure how safe their companies are in general? And how much are they prepared to respond such crisis? These two questions that are core to the strategic management process of companies like oil & gas whose business are at risk under the consideration of Health and Safety Executive committee. The challenging position for BP in the case under review was that in the post inquiry inspection the Health and Safety Executive committee have found a number of fragile points regarding the failure on the Deepwater Horizon were uncovered among which the most prominent ones were the dead batteries in the operation process and devices of weak and non technical nature were found that was insufficient to control the oil spill in the event of explosion (O?Murchu, 2010).
Further to this comment made by Health and Safety Executive committee also retrieved from the article of O?Murchu (2010) the two main sources of company?s risk position inspected during some of the critical scenarios that the company has gone through. These were highlighted as:
a) The company had lacked clear chain of command. The chain of command describes who reports to whom and makes every person within the chain accountable of their duties and reporting authorities. In the case when there is perplexed chain of command, the workers are unaware of the reporting line and are not sure who to report under the situation of crisis. Companies when undergoing sensitive operation like deepwater drilling in it a slightest mistake or even a slight manhandling of the instrument can result in massive disaster that not only effects the environmental elements of the society, the resources of the affected bodies and the financial loss of the company but it is a major risk to the company reputation as well. Therefore, it is critically important for a company to have clear spam of control, line of instruction and well defined roles and responsibility of each worker in case of emergency.
b) The Health and Safety Executive committee has pointed out another area that had exhibited weak position during the time of emergency was the lack of communication system. It was reported that the communication devices like satellite phone and handheld radio were not remitting and receiving signals, thus not operative at the time of emergency. This has let the company in the sensitive position to support themselves in defense of their accusation. It is the primary responsibility of the company to foresee that all the communication system is in proper working conditions before any accidental situation arises. The company despite having a contingency plan were not even prepare for the emergency situation.

REGULATORY FRAMEWORK OF STRATEGIC RISK ASSESSMENT :
The Social Amplification of Risk Framework has formulated the risk communication system that is based on the ?risk signals? which has taken the form of risk images, risk signs and risk symbols. These risk signals interplay their part in the whole communication process of risk assessment through their interaction with social, cultural, institutional and psychological processes of the business to communicate the presence of risk in the process flow and possible mitigation and management procedures (Kasperson, 2003). The risk is communicated in three possible potential risk signals which can be termed as: The toxic risk signal, Shell as a polluting agent risk signal and the moral purity of the deep ocean risk signal.
BP in response to the lawsuits that were assumed to cover-up the economic losses suffered by gulf fishermen, hotels, seafood processors, restaurants and other associated businesses have been filed impulsively in response to the breach of the 1990 Oil Pollution Act without any descriptive proof for the looses being incurred. In response to these lawsuits company has asked for the detail of claims which will initially be presented to the special BP-financed fund manager. BP has decided the time space of 90 days before any claims would be lodged from court. This action of BP was well supported by many academic leaders in the field of law. They are in support of the BP?s action and argue that the company has right to get time and debatable points of law in their support to amend the charges made against them. However in doing so the company might have to face certain social, political and media restriction and opposition which can bring bad name to the company (Peel, 2010).
In the formulation of best strategic framework for the company, there are certain management issues that intervene in the process. The management issues not only contributes to setting of the internal process system to its right order after the solution has attained but also is responsible for managing the external environment of the company (David, 2000). Some of the major management issues are listed below:
a) Matching organization structure to the strategy
b) Linking performance and pay to the strategy
c) creating organization climate conducive to change
d) managing political relations
e) creating a strategy supportive culture
f) adapting production/operation processes
g) managing human resource
h) establishing annual objectives
i) devising policies
j) Allocating resources.

In addition to the points identified by David (2000) in strategic development and strategy implementation, organizations must empower their team to operate under risky situations. The success of Greenpeace over Shell in North Sea, June 1995 was the example of organizations slow with respect to modernity in their operation. In the well developed, highly advanced and technically sound economies risk consideration is as important as any other wealth and financial resource. In the societies inherited with risk ?symbolic power? is as important as any other economic, social or public power that adds value to the resources and public image of the organization (Tsoukas, 1999). The companies like Shell in such an environment are not only competing with the market competition but are also experiencing challenges. However, in response to these challenges they conducted public discussions and arguments to make the point clear. The strategic development team of Shell thinks that these public discussions and arguments are equally important as producing a quality product that creates competitive advantage.
The strategy adopted by BP in respond to the litigation was defensive strategy, where the company was aggressively using measure to defend their point of weak strategic decision making process and technical insufficiency that resulted in the company?s bad image and ruined financial position among the share holder.
NEW OUTLOOK OF STRATEGY IN BP CASE :
Michael Porter (1996) has defined strategy in terms of competitive strategy, which can be based on the argument for the company, creating its competitive position during the time of risk. According to him a company can outperform its competitor only if:
a) A company can have long term sustainability and can beat its rival provided it can create a clear difference that it can conserve.
b) Strategic position can be achieved through customer needs, customer?s convenience and a wide range of product or services being offered.
c) Competitive value of individual duties cannot be segregated from the whole unit.
d) Strategic positions are long term not limited to a single process flow or product or service cycle.
e) Management?s role is to define strategy, make trade-offs and finding the best fit among business functions.
Many organizations in response to the global competitive environment are finding it difficult to differentiate between operational effectiveness and strategy. Technological innovation and advance level of learning and training in the field have made it possible for firms to introduce new operating procedures, quality control measures and time and resource management tools for increasing the profitability of the company. But these firms have failed to understand what drives these forces. It is actually the corporate strategy that molds these operational procedures and gives it a shape of long term sustainability and profitability. Within this strategic process is the company?s ability to respond under emergency or crisis situation. Organizations role in risk management process is idealistically of preemptive in nature, capturing the risk signals, understanding those signals and taking measures to mitigate and manage the causes of these signals. When establishing a risk symbol strategic framework in an organization the following points needs to be taken into consideration:
a) Defining Roles and responsibilities of each work team: This phase is part of the risk assessment in which company is responsible to define the roles and responsibility of each individual, in the normal course of business and under the emergency situation as well. For the purpose of clarity and standardization, these duties and roles are laid out in the human resource instrument of the job description and job specification duly signed by the employee and supervisor.
b) Spam of control and chain of command: Employees are being aware of the reporting line and supervisory control. In case of work groups functioning in the form of teams, team leader is responsible to play the necessary role.
c) Health, Safety and Security sensitive workplace: When the company is operating in the business which is sensitive to the health and security of the staff then measures to be adopted by the company not only to safeguard the heath and security issues of its employees but also of the surrounding bodies being affected through business operation. This should be held as an important element in the standard operating procedure guidelines of the business and should also be legally bound on the part of the employer.
d) Setting up benchmarks: Besides setting financial goals for the company, benchmark on the risk measurement and control mechanisms should also be set. Risk sensitive areas to be evaluated against non risk sensitive areas and risk gap should be assessed to have control of the company business operations.

CONCLUSION:
BP has undergone a strategic change in their management practice due to the issue of underwater oil spill. This case is an example for many of the companies either operating in similar industry or in diversified business. Strategic development of the company not only limits itself to concentrate on the corporate goals and missions subjected to financial benefits of the company but also view its importance on the risk requirement framework that sees the sustainability of the business from multiple dimensions.
In this regard, the role of management in the strategy formulation and process flow have been dynamic and widened. All the business functions are interlinked to its operation. Communication lapse in any of the area can break this network and bring the company in great loss. The loss under such circumstances is also not limited to the financial loss but it unfolds the company?s responsibility towards the stakeholders and the general public which can be distorted through bad public image portrayed in media. Therefore, the ability of the company to create its sound strategic image in the media and the general public is also important integral part of strategic management process that ensures the perseverance of company?s policy and sustainability long term. Every function of the business is equally held responsible in the process flow.


References
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saddle river, New Jersey 07458
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society for the discipline. Journal of Public Relations Review, Vol-28, issue Feb. 2002.
pp. 49-62
Kasperson, J. X., Kasperson, R. E., Pidgeon, N. and Slovic, P. (2003) The social amplification of
risk: assessing fifteen years of research and theory, The Social Amplification of Risk,
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O?Murchu, C. (2010) BP?s failures are symptomatic of wider problems. Retrieved on 2 August 2011 through: http://blogs.ft.com/energy-source/2010/09/15/bps-failures-are-symptomatic-of-a-wider-problem/#axzz1TqXNBcwO
Peel, M. (2010) Opposition grows to BP?s legal strategy. Retrieved on 2nd August 2011 through:
http://www.ft.com/cms/s/0/caabc8d6-c0f7-11df-99c4-00144feab49a.html
Porter, M. (1996) what is strategy? Breakthrough Ideas, Harvard Business Review, issue Nov-Dec 1996
Tsoukas, H. (1999) ?David and Goliath in the risk society: making sense of the conflict between

Shell and Greenpeace in the North Sea?, Organization, 6 (3): 499-528.


THE INSTRUCTOR?S REMARKS

Your MP1 was good. It was the right length, and had references at the end. RE: "STRATEGIC IMPLICATION OF SHELL OIL SPILL :" - the assignment is about BP, not about Shell. I wasn't really happy about the coherence and logic of the writing, but you did raise a lot of good issues. The second half of your paper was forward looking (i.e. recommendations) and so would have fitted better in the Week 7 MP2. (the second part which you are going to write now)

The course is Research in Criminal Justice.
15 page paper APA double spaced 12 Font. I need an abstract and a table of contents. Topic Post Hurricane & Failures of Katrina in New Orleans. In the Table of Contents Roman Numerials on the left page numbers on the right. Abstract, Introduction of Chapter one, Statement of Opportunity, Significance of the Project, Background and Setting, External and Internal Influences, Focus of the Project, Leadership Growth Opportunities, Summary of Chapter one. Chapter Two Review of related Literature, Intgroduction. Chapter Three Design and Objectives. Strategies of the Project.

This regular assignment helps you to convey who the interested parties are in your business plans. It encourages you to think what financial information is most important to monitor business plans and where to find this information.

a) Using a table explain who the main financial stakeholders are in a business you are familiar with and what power and impact they have.

b) What kind of accounting and finance information do you need to monitor this business and where in the main financial statements will you find it? Why is cash and liquidity important?

c) With the aid of worked examples and sensitivity analysis show how both breakeven analysis and investment appraisal techniques can help business planning.

Your response should be in the form of a written report of between 1000 - 1500 words.

Guidance notes:

Models and concepts of use for this regular assignment include, Stakeholder analysis matrix, Profit and Loss account, Balance Sheet, Cash Flow Statement, Cash Budgets, Breakeven Analysis, Investment Appraisal techniques such as payback, net present value, internal rate of return.

Better answers will also critique the concepts and models used.

My order for the research papers is based on various plays of” PAM GEMS” ,who is contemporary ,british dramatist. My requirements of the research paper are as follows:-



PAPER NO-1

------------------------

Sub:- Critical survey of the play”Piaf” by Pam Gems.



Total pages:-15



Individual chapters of this research paper based on play “PIAF”should be



divided as per following requirement



Chapter-1.General introduction of the play. Pages-2



Chapter-2. Pam Gems`s concept of femaleness in this play. Pages-6



Chapter-3. Internal relationship of the charectors in this play . Pages- 3



Chapter-4. Qualities of survival in the working class in this play. pages-2



Chapter-5. Pro-working class politics in this play pages-2



----------------------------------------------------------------------------------------------------

PAPER NO-2

------------------------



Sub:- Critical survey of the play”Queen Christina” by Pam Gems.



Total pages:-15



Individual chapters of this research paper based on play “Queen Christina” should be divided as per following requirement



Chapter-1.General introduction of the play. Pages-2



Chapter-2. Pam Gems`s concept of femaleness in this play. Pages-6



Chapter-3. Gender roles in this play. Pages-4



Chapter-4 Relationship of the charectors in this play Pages-3



---------------------------------------------------------------------------------------------

PAPER NO-3

------------------------



Sub:- Critical survey of the play”Deborah`s Daughter” by Pam Gems.



Total pages:-15



Individual chapters of this research paper based on play “Deborah`s Daughter” should be divided as per following requirement.



Chapter-1.General introduction of the play. Pages-2



Chapter-2. Pam Gems`s concept of femaleness in this play. Pages-7



Chapter-3. Internal relationships of the charectors in this play . Pages-6



------------------------------------------------------------------------------------------------------------

PAPER NO-4

------------------------



Sub:- Critical survey of the play”Dusa,Fish,Stas and Vi” by Pam Gems.



Total pages:-15



Individual chapters of this research paper based on play “Dusa,Fish,Stas and Vi” should be divided as per following requirement



Chapter-1.General introduction of the play. Pages-2



Chapter-2. Pam Gems`s concept of femaleness in this play. Pages-6



Chapter-3. Internal relationship of the charectors in this play . Pages-3



Chapter-4. Qualities of survival in the working class in this play pages-2,



Chapter-5. Pro-working class politics in this play pages-2



--------------------------------------------------------------------------------------------------------

PAPER NO-5

------------------------



Sub:- Critical survey of the play”Camille” by Pam Gems.



Total pages:-15



Individual chapters of this research paper based on play “Camille”should be



divided as per following requirement



Chapter-1.General introduction of the play. pages-2



Chapter-2. Pam Gems`s concept of femaleness in this play. pages-6



Chapter-3. Internal relationship of the female charectors in this play . pages-4



Chapter-4. Gender roles in this play pages-3



--------------------------------------------------------------------------------------------------------

PAPER NO-6

------------------------



Sub:- Critical survey of the play”Loving Women” by Pam Gems.



Total pages:-15



Individual chapters of this research paper based on play “Loving Women”should be divided as per following requirement



Chapter-1.General introduction of the play. Pages-2



Chapter-2. Pam Gems`s concept of femaleness in this play. Pages-6



Chapter-3. Internal relationship of the charectors in this play . Pages-3



Chapter-4. Qualities of survival in the working class in this play pages-2,



Chapter-5 Pro-working class politics in this play pages-2



--------------------------------------------------------------------------------------------------------

PAPER NO-7

------------------



Sub:-Historical or mythical women charectors in all the plays written by Pam Gems .



(i.e.Queen Christina,Rosa Luxemburg,Guinevere,Piaf,etc.) Total Pages -20



Chapters should be divided as under:-



Chapter –1. Facts from history pages-4



Chapter—2.Transformation of these charectors from historical to



individual female charectors by Pam Gems. pages-8



Chapter-3 . Conflict between the public roles with personal desires. Pages-8



--------------------------------------------------------------------------------------------------------

PAPER N0- 8

------------



Sub:- Pam Gems`s dramatic technique and art. Total Pages -15



Chapters should be divided as under:-



Chapter-1. Demonstration of the bourgeois feminist dynamic of individual



existentia power over the life. Pages-8



Chapter-2. Interweaven elements of radical and the bourgeois feminist



dynamics in the plays of Pam Gems Pages-7



-----As mentioned in my above order ,the total number of research papers are-8,and the total pages of the all research papers are-125,for which the payment has been already made.



-----As per your earlier e-mail,I expect that I will be the only owner of my ordered research papers and those will not be published anywhere in future and expect our transactions will remain confidential for ever.



------ Moreover, I expect quality of research papers should be of doctorate level and you can take more time(not more than one month), if you require .I welcome your proposal of re-writing the paper if it is not found as per my requirement.



-----After completion of research papers, you can send me it on my following e-mail address individually or simultaneously.

My previous proposal order ID: 21461 and the writer

was FAHumphrey.

I want copies of the sources used in the research

work.





Format of the Report



Contents Page---Giving the section structure and page

numbers (have to be one or two pages)

Abstract--------An (one page) abstract of the work

that helps people to decide whether to read it and

gives an outline of important features for those who

do not.

Terms of Reference----- Stating what questions you set

out to answer, the deliverables you were going to

produce, and the justification for the work done.(two

pages)

Literature Review-----This should include a discussion

of the relevant research already done in the area.

Methodology--------The methodology chosen,problems

encountered, it''s justification and the outcome. [How

you did it]

Results-------- findings, analyses, results of

calculations and experiments.

Discussion----- What your results mean and how they

can be interpreted pointing out strengths and

weaknesses of the results.

Conclusion------Where the problem is now, what has

been done and what should be done next.

Bibliography & works cited------A list in alphabetical

order by author of those items referred to in the

text.

Appendix------- Detailed technical material is often

best in an appendix so the main report can be read

without a break(two pages).

Evaluation------A one page personal statement, not

part of the report but about the effectiveness of the

work, and its usefulness.





Make sure:

? the document is complete and concise (i.e. it should

not include non-essential material);

? the material is well structured;

? value judgements are supported by logical arguments;

? factual information is supported by quoting original

references;

? all sources are clearly acknowledged and referenced

in the bibliography and works cited section;

? clear and restrained language is used;

? pages are numbered and referenced in the table of

contents.

? all tables and illustrations are clear, readable,

informative, numbered, titled and suitably identified

in the text;

? spelling and punctuation is correct.



Chapters/major sections should always begin on a new

page, and their titles should be capitalised in bold

and centred. Sub-section headings should be in bold,

left centred and only have initial capitals.



Citing the References





Articles in Journals/ Serial Publications



Author: Give the surname first followed by initials or

the full name if it adds to clarity. When there are

two authors both must be given. When there are three

or more, the first name only is sufficient followed by

"and others".When there are no authors, often the name

of the issuing department (e.g. a government body) or

a company can be given instead. A few things may need

to be classified as anonymous.

Title: in full With only the initial letter and

proper nouns with capitals. If the original is in a

language other than English this should be identified

or the title given in the original language.

Name of journal :There are internationally acceptable

title abbreviations which are to be used. Do not make

up your own abbreviations.

Journal reference:Volume number, part or month, year,

page range. The part number refers to the issue, so

the February issue is part 2 for a monthly

publication. Unpublished works or private

communications should be similarly referenced and

their status indicated.







Examples



Hull M. E. C. and O''Donoghue P. G. O., Family

relationships between requirements and design

specification methods. Computer Journal, 36(2)

pp.153-168 (1993)



Lee A. S., A scientific methodology for MIS case

studies. MIS Quarterly, 13 pp33-50 (1989)

Wiseman C. and MacMillan I. C., Creating competitive

weapons from information systems. Journal of Business

Strategy, 5(2) pp.42-49 (1982)







Books



Author: as for journals, but if you are referencing a

part of a publication you need first to give the

author''s title of the part concerned then "in ..."

followed by the author(s), title of the whole work,

edition.

Title: as for journals

Publisher:the full name and place of publication

usually the city, in America sometimes the state.

Date of publication the year

Location:The page range: (the page or pages that are

specifically referenced).N.B. different references to

the same publication will generally require separate

entries in the bibliography.



Examples:

Honeywell: COBOL reference manual, DD25, D8 D9,

Honeywell Information Systems, New York, 1975,

Microsoft, Excel: Function Reference (AB26298-0392),

p464, Microsoft Corporation, Washington 1992



Naughton M, Wisdom C, Hall N: Viewdata - The Business

Applications, pp 91-93, Communications Educational

Services, London, 1986, .







Electronic Sources



This section is provisional advice. The standard ISO

690-2 is not yet finalised. Some examples are given

but if you have emerging issues check the following

web sites:The international standard

http://www.nic-bnc.ca.iso Field Guide to Sources

http://www.cc.emory.edu/W



Author: as for journals (normally present)

Title: as for journals (if present)

Date of publication: the date given in the web page

URL:the full URL. (the uniform resource locator - the

web address)



Examples



Beckleheimer, Jeff. How do you cite URL?s in a

Bibliography? 26August 1994

URL:http://www.nrlssc.navy.mil/meta/bibliography/html



Arnzen, Michael A. Cyber Citation: documenting

Internet sources presents some thorny problems.

Internet world 1996 September; 7(9):72-74 URL:

http://www.internetworld.com/1996/09/cybercitations.html





Cross referencing (citations)



When you refer to an item insert the reference number

(the serial number of the alphabetical bibliography

listing) in brackets, in the main text. For example,

[3] refers to the third item in your bibliography.



If you need to refer to two sections of the same

publication in the same report you need not repeat all

the details in the reference list, just those details

that are different, usually the page reference but

possibly the volume number.



Remember not to repeat previously published

information merely to repeat background material -the

cross-reference is sufficient. Short quotations of

text are permitted in quotation marks and

cross-referenced. Please, Do not copy figures,

diagrams or tables.



Do not summarise or paraphrase others work. Cut out

this material and include the relevant citation only.

When you wish to make a comparison between alternative

views or to make a critical judgement then you need to

explain your sources. The distinction is that in the

second case it is the views you are presenting,

discussing and justifying not those of someone else.



Also find helpful the distinction between external

references or citations, which are to previously

published work and internal references, which are to

other parts of the work. It is important that the work

comes across as a coherent whole. One way to achieve

this is by reading forward or back to other parts of

the report. Never leave appendix floating unconnected

by cross-references to the body of the text.



Presenting the Work



Chapters/major sections should always begin on a new

page, and their titles should be capitalised in bold

and centred. Sub-sections headings should be in bold,

left centred and only have capital initials.

Good presentation standards including sound English

grammar, punctuation and spelling.







*** Very IMORTANT NOTES***



1.Make sure the Quotations should be at most a small

percentage of the work and they need to be cited. work

must contain quotations that make up less than 15

percent. Note that better research work consist of

less than 5 percent quotations and might have no

quotations at all.





2.outcome of the literature review should be set as

criteria which will be used to judge the aims

(forecasting & gaining competitive advantage) when you

come to do the case study, and this literature review

should include a discussion of the relevant research

already done in the area.



2.I do not want you to use the research articles and

materials which are not open to access, like the the

paid research articles or sort of company''s internal

research papers, publications for which we need paid

subscription or paid membership sort of things.So

please make use of reference materials and case

studies which will have normal access.



3.I would like you to specifiacally refer from---



1.Business Intelligence journal(formerly journal of

data warehousing), available from

http://www.dw-institute.com/,

2.Journals available in Database:Business Source

premier,

3.The ACM Digital library

http://portal.acm.org/portal.cfm

4.Vidette poe,Patricia Klauer,stephen Brobst.(1998),

Buliding a data warehouse for decission

support,prentice hall, NJ, Upper sadler river.

5.Kelly, S. (1997). Data Warehousing in Action, John

Wiley & Sons, Chichester

6.Inmon, W.H. (1992). Building the Data Warehouse. NY:

John Wiley & Sons, 1992

7.Sam Anahory,Dennis Murray(1997), Data Warehousing in

the real world: A practical guide for building

decission support system, Addison-wesley,England.



4.I want all the copies of sources you have used for

the work, including the case studies undertaken. I

would like to cite the references (as I mentioned

above under three headings journals, books and

electronic resources).





I lookforward to recieving the e-mail of the concerned

writer, so that I can send additional materials, in

the mean time.I would like my work to be sent to my

e-mail ID, which is of 5MB. After including the copies

of sources, if it exceeds that limit, first send me

the research work and then the sources bit by bit on

the delivery date.



Thank you,

Organizational Behavior Term Paper ??? Emaar Properties PJSC

Please write a term paper on the organizational behavior

Company: Emmar Properties PJSC

Structure:

1. Introduction.
2. Literature Review.
3. Description of the company.
4. Vision and Mission.
5. Organization Structure (insert Org. chart)
6. Organization culture
7. Training Style.
8. Communication Style.
9. Management and Organization philosophy.
10. SWOT analysis.
11. Conclusion and Recommendations.
12. References: Please use a variety of sources such as internet, books, articles, periodicals etc.

Note: Please be creative and include charts, figures, tables, pictures etc.

Review the Cardillo Travel Systems case in your textbook.

Write a four to five (4-5) page paper in which you:

1. Explain the Securities and Exchange Commission's rationale to charge Cardillo executives with each of the following violations:


making false representations to outside auditors

failing to maintain accurate financial records

failing to file prompt financial reports with the SEC

violating the insider trading provisions of the federal securities laws
2. Determine who was in violation or compliance of the AICPA's Code of Professional Conduct in this case study and analyze the key reasons why they were or were not in compliance. Provide support for the rationale.

3. Analyze the actions taken by Cardillo's outside auditors and evaluate the level of efficiency of the audit risk management in this case study. Provide support for the rationale.

4. Determine whether or not the five (5) components of internal control were being followed. Support the response with at least two (2) examples.

5. Create an argument for or against whether auditors have a responsibility to assess the judgment of the decisions made by Cardillo's management. Support the argument.

6. Use at least two (2) quality academic resources in this assignment. Note: Wikipedia and similar type Websites do not qualify as academic resources.

This is the case to be analyze


WORLDCOM-MCI

Bernard Ebbers became very wealthy from the rising price of his holdings in WorldComs stock. However, shortly after the MCI acquisition in 1998, the telecommunications industry entered a downturn and WorldComs growth strategy suffered a serious blow when it was forced to abandon its proposed merger with Sprint in late 2000. By that time, WorldComs stock was declining and Ebbers came under increasing pressure from banks to cover margin calls on his WorldCom stock that was used to finance his other businesses ( Timber and yachting, among others). During 2001, Ebbers persuaded WorldComs board of directors to provide him corporate loans and guarantees in excess of $400 million to cover his margin calls. The board hoped that the loans would avert the need for Ebbers to sell substantial amounts of his WorldCom stock, as his doing so would put further downward pressure in the stocks price. However, this strategy ultimately failed and Ebbers was ousted as CEO in April 2002 and replaced by John Sidgmore, former CEO of UUNET Technologies, Inc.
Beginning in 1999 and continuing through May 2002, the company (under the direction of Scott Sullivan(CFO), David Myers (controller) and Buford buddy Yates (director of general accounting) used fraudulent accounting methods to mask its declining earnings by painting a false picture of financial growth and profitability to prop up the price of WorldComs stock.
The fraud was accomplished primarily in two ways:
1.- Underreporting line cost (interconnection expenses with other telecommunication companies) by capitalizing these costs on the balance sheet rather than properly expensing them.
2.-Inflating revenues with bogus accounting entries form corporate unallocated revenue accounts.
Eugene Morse, an internal auditor at WorldCom reporting to Cynthia N cooper, uncovered approximately $3.8 billion of the fraud in June 2002 during an examination of capital expenditures. Cynthia Cooper subsequently alerted the companys new auditors, KPMG (who had replaced Arthur Andersen , WorldComs external auditors during the fraud) and the chairman of the audit committee, and she has been widely credited as having uncovered the fraud at WorldCom. Shortly thereafter, the companys audit committee and board of directors were notified of the fraud and acted swiftly: Sullivan was fired , Myers resigned. Arthur Andersen withdrew its audit opinion for 2001, and the U.S. Securities and Exchange Commission (sec) launched an investigation into these matters on June 26,2002 (see accounting scandals). By the end of 2003, it was estimated that the companys total assets had been inflated by around $11 billion.
Major players: Auditing Firm- Arthur Andersen, Bernard Ebbers
-------------------------------------------------------------SPECIFICATIONS ABOUT THE BODY OF THE PAPER

Developing a Case Study
1. Collecting data about the case.
The study undertaken for this course is to highlight failure of ethical behavior of Company CEOs. The collected data can start for the CEO coming to power at the Company and how over time their behavior became more erratic or cunning depending on your point of view. Data could result from a combination of methods, including documentation (applications, histories, records, etc.), questionnaires, interviews and observation.

2. Data is organized into an approach to highlight the focus of the study.
Data, for the purposes of this class, could be organized in a chronological order to portray how the decline of the CEO/Company came about. Discussion may include the results and consequences of unethical.

3. A case study narrative is developed.
The narrative is a highly readable story that integrates and summarizes key information around the focus of the case study. The narrative should be complete to the extent that it is the eyes and ears for an outside reader to understand what happened regarding the case.

4. Case studies might isolate any themes or patterns.
For the purposes of this course, the case studies deal with large Corporate entities. The analysis report could review the theme/pattern of unethical behavior, causes of unethical behavior, the results of the actions of the CEO, CIO, CFO, or other controlling officers.

The case study report could point out commonalities (i.e. personality traits) that led major players to engage in corrupt behavior. Discussion could also reference how the major player(s) was/were dealt (i.e. penalty, criminal liability, civil liability), or how the Company sought to prevent a reoccurrence of malfeasant behavior.

As with all assignments in which you are referring to someone else's writing, cite any sources used and format them according to the requirements of the APA style guide. This formatting includes, but is not limited to, the following guidelines:
? Margins - set to one inch
? Font - 12 pt. Times New Roman, no bold, or underline
? Title - center above the paper, 12 pt. font (Level A Heading), no bold, underline, or italics
? Pagination - every page; consists of a header containing a short title for the paper and page number placed in the upper right corner of the page
? Line Spacing - double space all work including the References Page.
? Point-of-View - third person, objective; limit perspective to research; no personal opinion or narrative
? In-text citations - must conform to APA requirements
? References list - must conform to APA requirements
This assignment is worth more then any other individual assignment. You must format your paper in APA style and must document your sources in APA format. You must discuss the chosen topic with the following goals in mind:
Goals for this assignment
1. To write a research paper.
2. To conduct research on the chosen topic.
3. To provide details of the topic in an organized manner.
4. To provide a chronological perspective of how the issue(s) of ethical behavior, of each Company, came to exists, the consequences of the choices made by major players, and the results or actions to remedy malfeasant behavior.
Grading Criteria
I will grade according to the following:
? You must thoroughly explain the chronological perspective of how the issue(s) of ethical behavior, of each Company, came to exists, the consequences of the choices made by major players, and the results or actions to remedy malfeasant behavior.

? APA formatting is required. Minus one letter grade for not using APA format. Please use the template provided.

? You must have a cover page, introduction, and body with in-text citations,
summary, and reference page.

? Spelling and grammar count: Use spell-check

? Use complete sentences

? Paper needs to be double spaced

? No extra spaces between paragraphs

? No fonts larger then 12 point will be accepted

? No fancy fonts like handwriting, as they are hard to read. Please use a
standard college font like Times New Roman or something similar.

? Paragraphs must have at least 3 sentences in them but no more then 6.

? No one sentence paragraphs

? Use your own words

? All quotes must be in quotations and with references cited.

? Do not use large quotes. Tell me in your words and cite your source.

? You must use at least 3 references. Please use the LRC.

? You must use citations for every cite, every time you use


There are faxes for this order.

There are 10 concepts listed below from each chapter. If you have any difficulties with the concept, refer to the textbook. The textbook we are using is Organizational Behavior 7ed, ISBN: 007-322-4359.

1) Self-fulfilling prophecy
2) Vroom's expectancy theory
3) Extrinsic and intrinsic rewards
4) Groupthink (Janis's term)
5) High-performance team
6) Escalation of commitment
7) Personality conflicts
8) Formal and informal communication channels
9) Empowerment
10) Transformational leadership

After reading The Container Store case (faxed), apply those three questions (below) to each of the ten concepts.

1) How does The Container Store use the concept?
2) Why would they choose not to use the concept?
3) Suggest how they could use the concept if not already a part of their strategy.

For example, concept number one: Self-fulfilling prophecy. If the Container Store uses this concept, only answer question number one. If the Container Store doesn't use this concept, answer only question two and three. Same thing with the rest nine concepts.

Don't combine everything in one paper, answer each concept separate by numbering them. And also, please use 2 trusted external online sources besides the textbook, like .edu or .gov. (or you could use an online article or journal) to support answers. Cite them accordind to APA style. Thank you.
There are faxes for this order.

I need a marketing plan for a fictitous company. The companies name is going to be Sabertooth Tires Inc. The slogan is: Reinventing the Wheel. These tires are well manufactured and have a 90,000 mile warranty. Use marketing terms in the plan. 12 font, double spaced, standard spacing.
The plan should begin with roman numeral I and continue with letters a, b, c, etc..
The Outline to follow is:
Marketing Plan
I. Situation Analysis
a. Internal Environment
b. External Environment
c. SWOT Analysis
II. Marketing Objectives
III. Marketing Strategies
a. Target Markets
b. Positioning the Product
c. Product Strategies
d. Pricing Strategies
e. Promotion Strategies
f. Distribution Strategies
IV. Implementation Strategies
a. Action Plans (for product, pricing, promotion, and distribution)
b. Budgets
c. Timing/Schedules
V. Monitoring and Control Strategies
a. research
b. Trend Analysis
c. Marketing Audit