MKT Unit 3 Individual Project Research Paper Example | Topics and Well Written Essays - 1750 words

MKT Unit 3 Individual Project - Research Paper Example Part 2 deals with Application to Product/Service, this part mainly focus on Strategic Marketing Plan of Pentax PocketJet 3. Introduction: This Project will be mainly about the Strategic Marketing Plan of Pentax PocketJet 3 using the integrated marketing communications method. According to the American Association of  Advertising Agencies, integrated marketing communications identifies  the  value  of a  comprehensive  plan  that assesses the  planned  roles  of a variety of   public relations,  communication  disciplines  advertising,   sales promotion  and   personal selling, and joins them to  give   consistency, clarity,  and highest communication  impact. PART 1: General Research: Communication channel: A  communication channel refers to a physical  transmission medium  for example a wire or to a  logical connection  more than a  multiplexed  medium for instance a radio channel. A channel is used to  suggest  an  infor mation  sign, such as a digital  bit stream, from one or several  senders  to one or several  receivers. â€Å"Communication channels have evolved with more emphasis on multiplexing of multiple channels at higher data rates over the same link or channel† (Hura & Singhal 215). The Advertising Pros and Cons: There are a lot of contrasting estimations about advertising. Those in favor state that advertising educates customers regarding new products and services that can assist them develop their lives. It also enhances sales so that organizations can produce things at lesser costs and create things cheaper. And it helps the financial system and provides jobs to several people. With no advertising some free TV and radio channels would not be able to exist. Gaming and other procedures are promoted by ads. Ticket costs will be high without advertisements. In contrast, critics say that customers pay for advertising during higher product costs. They say that small organizat ions sometimes must close as they cannot fight with larger ones. Through advertising, persons sometimes buy goods that they cannot require and often may not afford. This guides to a high personal debt. It also guides to a casual society products are thrown away and more waste and pollution is produced. Children are so often the main aim of advertisers. They sometimes do not recognize which products are good and buy wrong things. Fast food and snack firms show ads, which guide to diabetes and obesity. Direct Marketing Pros & Cons Direct marketing contains direct trade. So it is cost helpful for customers, because there is no cost hike due to retailers or wholesalers. Marketing managers may state certainly of the correct answer to their goods. The profit or loss may be extra correctly judged. In contrast, it can be seen as attack of privacy, as consumer questions where we increased their private details. And negative figure of direct mail and not needed phone calls. â€Å"Relatively expressed due to high costs of making direct contact rather than the broad approach of advertising† (Somers, Cain, and Jeffery 335). Sales Promotions Pros & Cons: By running a sales promotion, a business owner can increase the sales and also improve the bottom line. Sales promotions have the prospective to develop relationships with customers and also the suppliers. One of the advantages of using sales promotions is that it influences customer behavior. The thought of the sale may well influence the consumer to do a purchase when they were not planning to do so. The notion of missing out on the

Training and Development of Employees Essay Example for Free

Training and Development of Employees Essay Objectives of the Project Report Training and Development of Employees Finding is the main objective of this project report and some of the sub-objective in this report. They are : * To know the effectiveness of the training programme conducted by the company. * To know whether employees are aware about their responsibilities and authorities or not. * To improve Organizational Climate and increase the morale of employees. * To know whether training programme is conducted successfully or not. * To know about the work culture of the organization. Training and Development of Employees : Training and Development of Employees : After employees have been selected for various positions in an organization, training them for the specific tasks to which they have been assigned assumes great importance. It is true in many organizations that before an employee is fitted into a harmonious working relationship with other employees, he is given adequate training. Training is the act of increasing the knowledge and skills of an employee for performing a particular job. The major outcome of training is learning. A trainee learns new habits, refined skills and useful knowledge during the training that helps him improve performance. Training enables an employee to do his present job more efficiently and prepare himself for a higher-level job. The essential features of training may be stated thus: * Increases knowledge and skills for doing a particular job; it bridges the gap between job needs and employee skills, knowledge and behaviors * Focuses attention on the current job; it is job specific and addresses particular performance deficits or problems * Concentrates on individual employees; changing what employees know, how they work, their attitudes toward their work or their interactions with their co-workers or supervisors * Tends to be more narrowly focused and oriented toward short-term performance concerns. Training is needed to serve the following purposes: * Newly recruited employees require training so as to perform their tasks effectively. Instruction, guidance, coaching help them to handle jobs competently, without any wastage. * Training is necessary to prepare existing employees for higher-level jobs (promotion). * Existing employees require refresher training so as to keep abreast of the latest developments in job operations. In the face of rapid technological changes, this is an absolute necessity. * Training is necessary when a person moves from one job to another (transfer). After training, the employee can change jobs quickly, improve his performance levels and achieve career goals comfortably * Training is necessary to make employees mobile and versatile. They can be placed on various jobs depending on organizational needs. * Training is needed to bridge the gap between what the employee has and what the job demands. * Training is needed to make employees more productive and useful in the long-run. * Training is needed for employees to gain acceptance from peers (learning a job quickly and being able to pull their own weight is one of the best ways for them to gain acceptance). Importance of Training : * Training offers innumerable benefits to both employees and employers. It makes the employee more productive and more useful to an organization. The importance of training can be studied under the following heads: Benefits to the business: * Trained workers can work more efficiently. They use machines, tools, and materials in a proper way. Wastage is thus eliminated to a large extent. * There will be fewer accidents. Training improves the knowledge of employees regarding the use of machines and equipment. Hence, trained workers need not be put under close supervision, as they know how to handle operations properly. * Trained workers can show superior performance. They can turn out better performance. They can turn out better quality goods by putting the materials, tools and equipment to good use. * Training makes employees more loyal to an organization. They will be less inclined to leave the unit where there are growth opportunities Benefits to the employees: * Training makes an employee more useful to a firm. Hence, he will find employment more easily. * Training makes employees more efficient and effective. By combining materials, tools and equipment in a right way, they can produce more with minimum effort. * Training enables employees to secure promotions easily. They can realise their career goals comfortably. * Training helps an employee to move from one organization to another easily. He can be more mobile and pursue career goals actively. * Employees can avoid mistakes, accidents on the job. They can handle jobs with confidence. They will be more satisfied on their jobs. Their morale would be high. Thus, training can contribute to higher production, fewer mistakes, greater job satisfaction and lower labour turnover. Also, it can enable employees to cope with organizational, social and technological change. Effective training is an invaluable investment in the human resources of an organization. Learning Principles: The Philosophy of Training Training is essential for job success. It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover. These benefits accrue to both the trainee and the organization, if managers understand the principles behind the training process. To this end, training efforts must invariably follow certain learning-oriented guidelines. Modelling Modeling is simply copying someone elses behavior. Passive classroom learning does not leave any room for modeling. If we want to change people, it would be a good idea to have videotapes of people showing the desired behavior. The selected model should provide the right kind of behavior to be copied by others. A great deal of human behaviour is learned by modelling others. Children learn by modelling parents and older children, they are quite comfortable with the process by the time they grow up. As experts put it. managers tend to manage as they were managed Motivation For learning to take place, intention to learn is important. When the employee is motivated, he pays attention to what is being said, done and presented. Motivation to learn is influenced by the answers to questions such as: How important is my job to me? How important is the information? Will learning help me progress in the company? etc. People learn more quickly when the material is important and relevant to them. Learning is usually quicker and long-lasting when the learner participates actively. Most people, for example, never forget how to ride a bicycle because they took an active part in the learning process. Reinforcement Positive reinforcement consists of rewarding desired behaviors. If a behavior is rewarded, it probably will be repeated. People avoid certain behaviors that invite criticism and punishment. A bank officer would want to do a postgraduate course in finance, if it earns him increments and makes him eligible for further promotions. Both the external rewards (investments, praise) and the internal rewards (a feeling of pride and achievement) associated with desired behaviors compel subjects to learn properly. To be effective, the trainer must reward desired behaviors only. If he rewards poor performance, the results may be disastrous: good performers may quit in frustration, accidents may go up, and productivity may suffer. The reinforcement principle is also based on the premise that punishment is less effective in learning than reward. Punishment is a pointer to undesirable behaviors. When administered, it causes pain to the employee. He mayor may not repeat the mistakes. The reactions m ay be mild or wild. Action taken to repeal a person from undesirable action is punishment. If administered properly, punishment may force the trainee to modify the undesired or incorrect behaviors. Feedback People learn best if reinforcement is given as soon as possible after training. Every employee wants to know what is expected of him and how well he is doing. If he is off the track, somebody must put him back on the rails. The errors in such cases must be rectified immediately. The trainee after learning the right behaviour is motivated to do things in a right way and earn the associated rewards. Positive feedback (showing the trainee the right way of doing things) is to be preferred to negative feedback (telling the trainee that he is not correct) when we want to change behaviour. Spaced Practice Learning takes place easily if the practice sessions are spread over a period of time. New employees learn better if the orientation programme is spread over a two or three day period, instead of covering it all in one day. For memorizing tasks, massed practice is usually more effective. Imagine the way schools ask the kids to say the Lords prayer aloud. Can you memorise a long poem by learning only one line per day? You tend to forget the beginning of the poem by the time you reach the last stanza. For acquiring skills as stated by Mathis and Jackson, spaced practice is usually the best. This incremental approach to skill acquisition minimises the physical fatigue that deters learning. Whole Learning The concept of whole learning suggests that employees learn better if the job information is explained as an entire logical process, so that they can see how the various actions fit together into the big picture. A broad overview of what the trainee would be doing on the job should be given top priority, if learning has to take place quickly. Research studies have also indicated that it is more efficient to practice a whole task all at once rather than trying to master the various components of the task at different intervals. Active Practice Practice makes a man perfect: so said Bacon. To be a swimmer, you should plunge into water instead of simply reading about swimming or looking at films of the worlds best swimmers. Learning is enhanced when trainees are provided ample opportunities to repeat the task. For maximum benefit, practice sessions should be distributed over time. Applicability of Training Training should be as real as possible so that trainees can successfully transfer the new knowledge to their jobs. The training situations should be set up so that trainees can visualise and identify with the types of situations they can come across on the job. Environment Finally, environment plays a major role in training. It is natural that workers who are exposed to training in comfortable environments with adequate, well spaced rest periods are more likely to learn than employees whose training conditions are less than ideal. Generally speaking, learning is very fast at the beginning. Thereafter, the pace of learning slows down as opportunities for improvement taper off. Areas of Training The Areas of Training in which training is offered may be classified into the following categories. Knowledge Here the trainee learns about a set of rules and regulations about the job, the staff and the products or services offered by the company. The aim is to make the new employee fully aware of what goes on inside and outside the company. Technical Skills The employee is taught a specific skill (e.g., operating a machine, handling computer etc.) so that he can acquire that skill and contribute meaningfully. Social Skills The employee is made to learn about himself and others, and to develop a right mental attitude towards the job, colleagues and the company. The principal focus is on teaching the employee how to be a team member and get ahead . Techniques This involves the application of knowledge and skill to various on-the-job situations. In addition to improving the skills and knowledge of employees, training aims at moulding employee attitudes: When administered properly, a training programme will go a long way in obt8ining employee loyalty, support and commitment to company activities. Types of Training There are many approaches to training. We focus here on the types of training that are commonly employed in present-day organisations. Skills training: Skill training is most common in organisations. The process here is fairly simple. The need for training in basic skills (such as reading, writing, computing, speaking, listening, problem solving, managing oneself, knowing how to learn, working as part of a team, leading others) is identified through assessment. Specific training objectives are set and training content is developed to meet those objectives. Several methods are available for imparting these basic skills in modern organisations (such as lectures, apprenticeship, on-the-job, coaching etc.). Before employing these methods, managers should: * explain how the training will help the trainees in their jobs. * relate the training to the trainees goals. * respect and consider participant responses and use these as a resource. * encourage trainees to learn by doing. Â  * give feedback on progress toward meeting learning objectives. Refresher training: Rapid changes in technology may force companies to go in for this kind of training. By organising short-term courses which incorporate the latest developments in a particular field, the company may keep its employees up-to-date and ready to take on emerging challenges. * It is conducted at regular intervals by taking the help of outside consultants who specialise in a particular descriptive. Cross-functional Training: Cross-functional Training involves training employees to perform operations in areas other than their assigned job. There are many approaches to cross functional training. Job rotation can be used to provide a manager in one functional area with a broader perspective than he would otherwise have. Departments can exchange personnel for a certain period so that each employee understands how other departments are functioning. High performing workers can act as peer trainers and help employees develop skills in another area of operation. Cross functional training provides the following benefits to an organisation (and the workers as well) (1) Workers gain rich experience in handling diverse jobs; they become more adaptable and versatile (2) they can better engineer their own career paths (3) they not only know their job well but also understand how others are able to perform under a different set of constraints (4) A broader perspective increases workers understanding of the business and reduces the need for supervision (5) when workers can fill in for other workers who are absent, it is easier to use flexible scheduling, which is increasingly in demand as more employees want to spend more time with their families. Eli Lilly and Company (India), for example, encourages cross-functional movements to make the organisation equally attractive to both specialists and generalists. Team Training: Team training generally covers two areas; content tasks and group processes. Content tasks specify the teams goals such as cost control and problem solving. Group processes reflect the way members function as a team for example how they interact with each other, how they sort out differences, how they participate etc. Companies are investing heavy amounts, nowadays, in training new employees to listen to each other and to cooperate. They are using outdoor experiential training techniques to develop teamwork and team spirit among their employees (such as scaling a mountain, preparing recipes for colleagues at a restaurant, sailing through uncharted waters, crossing a jungle etc.). The training basically throws light on (i) how members should communicate with each other (ii) how they have to cooperate and get ahead (iii) how they should deal with conflict-full situations (iv) how they should find their way, using collective wisdom and experience to good advantage. Creativity training: Companies like Mudra Communications, Titan Industries, Wipro encourage their employees to think unconventionally, break the rules, take risks, go out of the box and devise unexpected solutions. * Postpone judgment: Dont reject any idea * Create alternative frames of reference * Break the boundary of thinking * Examine a different aspect of the problem * Make a wish list of solutions * Borrow ideas from other fields * Look for processes to change or eliminate * Think up alternative methods * Adopt another persons perspective * Question all Assumptions. In creativity training, trainers often focus on three things: (a) Breaking away: In order to break away from restrictions, the trainee is expected to (i) identify the dominant ideas influencing his own thinking (ii) define the boundaries within which he is working (iii) bring the assumptions out into the open and challenge everything (b) Generate new ideas: To generate new ideas, the trainee should open up his mind; look at the problem from all possible angles and list as many alternative approaches as possible. The trainee should allow his mind to wander over alternatives freely. Expose himself to new influences (people, articles, books, situations), switch over from one perspective to another, -arrange cross fertilization of ideas with other people and use analogies to spark off ideas. (c) Delaying judgement: To promote creative thinking, the trainee should not try to kill off ideas too quickly; they should be held back until he is able to generate as many ideas as possible. He should allow ideas to grow a little. Brainstorming (getting a large number of ideas from a group of people in a short time) often helps in generating as many ideas as possible without pausing to evaluate them. It helps in releasing ideas, overcoming inhibitions, cross fertilising ideas and getting away from patterned thinking. Diversity Training: Diversity training considers all of the diverse dimensions in the workplace race, gender, age, disabilities, lifestyles, culture, education, ideas and backgrounds while designing a training programme. It aims to create better cross-cultural sensitivity with the aim of fostering more harmonious and fruitful working relationships among a firms employees. The programme covers two things: (i) awareness building, which helps employees appreciate the key benefits of diversity, and (ii) skill building, which offers the knowledge, skills and abilities required for working with people having varied backgrounds. Literacy Training: Inability to write, speak and work well with others could often come in the way of discharging duties, especially at the lower levels. Workers, in such situations, may fail to understand safety messages, appreciate the importance of sticking to rules, and commit avoidable mistakes. Functional illiteracy (low skill level in a particular content area) may be a serious impediment to a firms productivity and competitiveness. Functional literacy programmes focus on the basic skills required to perform a job adequately and capitalise on most workers motivation to get help in a particular area. Tutorial programmes, home assignments, reading and writing exercises, simple mathematical tests, etc., are generally used in all company in-house programmes meant to improve the literacy levels of employees with weak reading, writing or arithmetic skills.

American Beauty Essay -- Film Review, Psychology

The movie â€Å"American Beauty† is a drama film that depicts the inter-persona family relationships of repressed middle-class people, describes the process of rediscovering true values in life, and how personal changes affect inter-personal relationships (Cohen, Jinks, & Mendes, 1999). The Burnham family are the main characters of the movie, and the family consists of Lester Burhnam, Carolyn Burnham, and their daughter Jane Burnham. Lester is a desperate and frustrated man who hates his job, cannot confront his wife, does not have any respect from his daughter, and has no control over the events that occur in his life. However, Lester soon decides to leave the role of the victim and replaces his job at the magazine with a job at the fast food restaurant while blackmailing his previous boss to give him $60,000 dollars. Lester befriends a teenage boy Ricky Fitts, who moved to the neighborhood recently with his parents Frank and Barbara, and starts purchasing marijuana from him. Furthermore, he starts fantasizing about his daughter's friend Angela and starts exercising in the garage to improve his physique for the purpose of having sex with her. Carolyn was frustrated by her husbands immature behavior and started an affair with Buddy Kane. When Lester found out about her affair, he claimed he was happy for her because he did not see any point in their marriage any more. Meanwhile, Jane Burnham bonds with Ricky Fitts and starts to openly talk about her issues at home which caused her low self-esteem and reserved behavior. Although Lester finally finds true happiness and begins controlling his life, the repressed colonel Frank, who mistakenly believed Lester was gay and tried to kiss him, shoots him in the head. While it seems unfair th... ...lly beneficial (Dams, 1997). Jane would spend less time and resources on improving her mental health and gain the same or better results. Therapists who know how to form therapeutic alliances and set goals with their patients will spend fewer resources to produce effective outcomes, so both the patient and therapists will benefit from spending fewer resources, such as time and money, to achieve beneficial results. Outside of the health care system, support is a valuable resource in psychotherapy because people who are dealing with their issues often require it for motivation. While Jane was lacking a supportive environment while growing up, she is able to create one with Ricky after meeting him. Although she still has to monitor her addictive behavior, creating or finding a supportive community will decrease her depression and increase her self-esteem significantly.

Visual Culture :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚   Symbols and images have a more than significant impact on one?s views of the world. Since childhood, a person?s brain uses representation of images into meanings to make sense of their world. These images then go on to being either the truth or falsehood and base a person?s views of the world for the rest of their life. All this can be explained through the idea of representation of everyday cultural mediums; such as advertisements and the television.   Ã‚  Ã‚  Ã‚  Ã‚  Representation is the way a person interprets symbols and images of a culture and the way these images explain why the world is the way it is. These symbols and images are seen in everyday cultural mediums so nobody is exempt from representation; even under strict exclusion from society. An example would be of a person brought up on Fifth Avenue who believes that the best clothes are made by the likes of Armani compared to a vagabond who believes that the best clothes are the ones that last him through the night.   Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚  Ã‚  Nearly every form of visual media a person comes into contact with is a photograph, which is undisputable evidence of an event. There is the myth of photographic truth, which means that photographs are subjective, yet can be manipulated and taken in different contexts. Take the photographs taken by Nazi?s during the holocaust. The photographs denote that Nazis killed millions of people, but the photographs may also take on many connotative meanings. Connotative meanings are views people hold on images based on their cultures and past experiences. One may have the connotative view that the images are horrendous while another might find justification within the actions of the Nazis.   Ã‚  Ã‚  Ã‚  Ã‚  Of the two connotative meanings mentioned with the Nazi pictures they each hold different ideologies; ideas that form a culture. The ideas of ideology are usually taken in as the views of most of the population of a given culture, therefore ideologies define cultures. An American ideology is the belief in independent freedom while a communist ideology is communal sharing. How are these ideologies passed on in a culture? They start off in schools and places that people gather. Malls are filled with advertisements. There are ads that symbolize skinny brunettes wearing Chanel as the perfect woman, which is what most men and women tend to take as truth. Then there are ads to enlist people into the army, which give a message of a strong country run by individuals.

Advanced Accounting

AcceptedAccountingPrinciples1. Accounting standard-setting environments 2. Financial instruments and income tax allocation 3. Introduction to intercorporate investments 4. Consolidation subsequent to acquisition 5. Intercompany transactions 6. Issues in ownership interests and joint ventures 7. Foreign activities 8. Translation and consolidation of foreign subsidiaries 9. Financial reporting in the not-for-profit and public sectors 10. Fund accounting 11. Accounting standard-setting environments 12. Financial instruments and income tax allocation 13. Introduction to intercorporate investments 14. Consolidation subsequent to acquisition 5. Intercompany transactions 16. Issues in ownership interests and joint ventures 17. Foreign activities 18. Translation and consolidation of foreign subsidiaries 19. Financial reporting in the not-for-profit and public sectors 20. Fund accounting 21. Accounting standard-setting environments 22. Financial instruments and income tax allocation 23. Intro duction to intercorporate investments 24. Consolidation subsequent to acquisition 25. Intercompany transactions 26. Issues in ownership interests and joint ventures 27. Foreign activities 28. Translation and consolidation of foreign subsidiaries 29.Financial reporting in the not-for-profit and public sectors 30. Fund accounting 31. Accounting standard-setting environments 32. Financial instruments and income tax allocation 33. Introduction to intercorporate investments 34. Consolidation subsequent to acquisition 35. Intercompany transactions 36. Issues in ownership interests and joint ventures 37. Foreign activities 38. Translation and consolidation of foreign subsidiaries 39. Financial reporting in the not-for-profit and public sectors 40. Fund accounting 41. Accounting standard-setting environments 42. Financial instruments and income tax allocation 3. Introduction to intercorporate investments 44. Consolidation subsequent to acquisition 45. Intercompany transactions 46. Issues in ownership interests and joint ventures 47. Foreign activities 48. Translation and consolidation of foreign subsidiaries 49. Financial reporting in the not-for-profit and public sectors 50. Fund accounting 51. Accounting standard-setting environments 52. Financial instruments and income tax allocation 53. Introduction to intercorporate investments 54. Consolidation subsequent to acquisition 55. Intercompany transactions 56. Issues in ownership interests and joint ventures 7. Foreign activities 58. Translation and consolidation of foreign subsidiaries 59. Financial reporting in the not-for-profit and public sectors 60. Fund accounting 61. Accounting standard-setting environments 62. Financial instruments and income tax allocation 63. Introduction to intercorporate investments 64. Consolidation subsequent to acquisition 65. Intercompany transactions 66. Issues in ownership interests and joint ventures 67. Foreign activities 68. Translation and consolidation of foreign subsidiaries 69. Financial reporting in the not-for-profit and public sectors 70. Fund accounting 71.Accounting standard-setting environments 72. Financial instruments and income tax allocation 73. Introduction to intercorporate investments 74. Consolidation subsequent to acquisition 75. Intercompany transactions 76. Issues in ownership interests and joint ventures 77. Foreign activities 78. Translation and consolidation of foreign subsidiaries 79. Financial reporting in the not-for-profit and public sectors 80. Fund accounting 81. Accounting standard-setting environments 82. Financial instruments and income tax allocation 83. Introduction to intercorporate investments 84. Consolidation subsequent to acquisition 5. Intercompany transactions 86. Issues in ownership interests and joint ventures 87. Foreign activities 88. Translation and consolidation of foreign subsidiaries 89. Financial reporting in the not-for-profit and public sectors 90. Fund accounting 91. Accounting standard-setting environment s 92. Financial instruments and income tax allocation 93. Introduction to intercorporate investments 94. Consolidation subsequent to acquisition 95. Intercompany transactions 96. Issues in ownership interests and joint ventures 97. Foreign activities 98. Translation and consolidation of foreign subsidiaries 99.Financial reporting in the not-for-profit and public sectors 100. Fund accounting 101. Accounting standard-setting environments 102. Financial instruments and income tax allocation 103. Introduction to intercorporate investments 104. Consolidation subsequent to acquisition 105. Intercompany transactions 106. Issues in ownership interests and joint ventures 107. Foreign activities 108. Translation and consolidation of foreign subsidiaries 109. Financial reporting in the not-for-profit and public sectors 110. Fund accounting 111. Accounting standard-setting environments 112. Financial instruments and income tax allocation 13. Introduction to intercorporate investments 114. Conso lidation subsequent to acquisition 115. Intercompany transactions 116. Issues in ownership interests and joint ventures 117. Foreign activities 118. Translation and consolidation of foreign subsidiaries 119. Financial reporting in the not-for-profit and public sectors 120. Fund accounting 121. Accounting standard-setting environments 122. Financial instruments and income tax allocation 123. Introduction to intercorporate investments 124. Consolidation subsequent to acquisition 125. Intercompany transactions 126. Issues in ownership interests and joint ventures 27. Foreign activities 128. Translation and consolidation of foreign subsidiaries 129. Financial reporting in the not-for-profit and public sectors 130. Fund accounting 131. Accounting standard-setting environments 132. Financial instruments and income tax allocation 133. Introduction to intercorporate investments 134. Consolidation subsequent to acquisition 135. Intercompany transactions 136. Issues in ownership interests and joint ventures 137. Foreign activities 138. Translation and consolidation of foreign subsidiaries 139. Financial reporting in the not-for-profit and public sectors 140. Fund accounting 141.Accounting standard-setting environments 142. Financial instruments and income tax allocation 143. Introduction to intercorporate investments 144. Consolidation subsequent to acquisition 145. Intercompany transactions 146. Issues in ownership interests and joint ventures 147. Foreign activities 148. Translation and consolidation of foreign subsidiaries 149. Financial reporting in the not-for-profit and public sectors 150. Fund accounting 151. Accounting standard-setting environments 152. Financial instruments and income tax allocation 153. Introduction to intercorporate investments 154. Consolidation subsequent to acquisition 55. Intercompany transactions 156. Issues in ownership interests and joint ventures 157. Foreign activities 158. Translation and consolidation of foreign subsidiaries 159. F inancial reporting in the not-for-profit and public sectors 160. Fund accounting 161. Accounting standard-setting environments 162. Financial instruments and income tax allocation 163. Introduction to intercorporate investments 164. Consolidation subsequent to acquisition 165. Intercompany transactions 166. Issues in ownership interests and joint ventures 167. Foreign activities 168. Translation and consolidation of foreign subsidiaries 169.Financial reporting in the not-for-profit and public sectors 170. Fund accounting 171. Accounting standard-setting environments 172. Financial instruments and income tax allocation 173. Introduction to intercorporate investments 174. Consolidation subsequent to acquisition 175. Intercompany transactions 176. Issues in ownership interests and joint ventures 177. Foreign activities 178. Translation and consolidation of foreign subsidiaries 179. Financial reporting in the not-for-profit and public sectors 180. Fund accounting 181. Accounting standar d-setting environments 182. Financial instruments and income tax allocation 83. Introduction to intercorporate investments 184. Consolidation subsequent to acquisition 185. Intercompany transactions 186. Issues in ownership interests and joint ventures 187. Foreign activities 188. Translation and consolidation of foreign subsidiaries 189. Financial reporting in the not-for-profit and public sectors 190. Fund accounting 191. Accounting standard-setting environments 192. Financial instruments and income tax allocation 193. Introduction to intercorporate investments 194. Consolidation subsequent to acquisition 195. Intercompany transactions 196. Issues in ownership interests and joint ventures 97. Foreign activities 198. Translation and consolidation of foreign subsidiaries 199. Financial reporting in the not-for-profit and public sectors 200. Fund accounting 201. Accounting standard-setting environments 202. Financial instruments and income tax allocation 203. Introduction to intercor porate investments 204. Consolidation subsequent to acquisition 205. Intercompany transactions 206. Issues in ownership interests and joint ventures 207. Foreign activities 208. Translation and consolidation of foreign subsidiaries 209. Financial reporting in the not-for-profit and public sectors 210. Fund accounting 211.Accounting standard-setting environments 212. Financial instruments and income tax allocation 213. Introduction to intercorporate investments 214. Consolidation subsequent to acquisition 215. Intercompany transactions 216. Issues in ownership interests and joint ventures 217. Foreign activities 218. Translation and consolidation of foreign subsidiaries 219. Financial reporting in the not-for-profit and public sectors 220. Fund accounting 221. Accounting standard-setting environments 222. Financial instruments and income tax allocation 223. Introduction to intercorporate investments 224. Consolidation subsequent to acquisition 25. Intercompany transactions 226. Issue s in ownership interests and joint ventures 227. Foreign activities 228. Translation and consolidation of foreign subsidiaries 229. Financial reporting in the not-for-profit and public sectors 230. Fund accounting 231. Accounting standard-setting environments 232. Financial instruments and income tax allocation 233. Introduction to intercorporate investments 234. Consolidation subsequent to acquisition 235. Intercompany transactions 236. Issues in ownership interests and joint ventures 237. Foreign activities 238. Translation and consolidation of foreign subsidiaries 239.Financial reporting in the not-for-profit and public sectors 240. Fund accounting 241. Accounting standard-setting environments 242. Financial instruments and income tax allocation 243. Introduction to intercorporate investments 244. Consolidation subsequent to acquisition 245. Intercompany transactions 246. Issues in ownership interests and joint ventures 247. Foreign activities 248. Translation and consolidation o f foreign subsidiaries 249. Financial reporting in the not-for-profit and public sectors 250. Fund accounting 251. Accounting standard-setting environments 252. Financial instruments and income tax allocation 53. Introduction to intercorporate investments 254. Consolidation subsequent to acquisition 255. Intercompany transactions 256. Issues in ownership interests and joint ventures 257. Foreign activities 258. Translation and consolidation of foreign subsidiaries 259. Financial reporting in the not-for-profit and public sectors 260. Fund accounting 261. Accounting standard-setting environments 262. Financial instruments and income tax allocation 263. Introduction to intercorporate investments 264. Consolidation subsequent to acquisition 265. Intercompany transactions 266. Issues in ownership interests and joint ventures 67. Foreign activities 268. Translation and consolidation of foreign subsidiaries 269. Financial reporting in the not-for-profit and public sectors 270. Fund accoun ting 271. Accounting standard-setting environments 272. Financial instruments and income tax allocation 273. Introduction to intercorporate investments 274. Consolidation subsequent to acquisition 275. Intercompany transactions 276. Issues in ownership interests and joint ventures 277. Foreign activities 278. Translation and consolidation of foreign subsidiaries 279. Financial reporting in the not-for-profit and public sectors 280. Fund accounting 281.Accounting standard-setting environments 282. Financial instruments and income tax allocation 283. Introduction to intercorporate investments 284. Consolidation subsequent to acquisition 285. Intercompany transactions 286. Issues in ownership interests and joint ventures 287. Foreign activities 288. Translation and consolidation of foreign subsidiaries 289. Financial reporting in the not-for-profit and public sectors 290. Fund accounting 291. Accounting standard-setting environments 292. Financial instruments and income tax allocation 293. Introduction to intercorporate investments 294. Consolidation subsequent to acquisition 95. Intercompany transactions 296. Issues in ownership interests and joint ventures 297. Foreign activities 298. Translation and consolidation of foreign subsidiaries 299. Financial reporting in the not-for-profit and public sectors 300. Fund accounting 301. Accounting standard-setting environments 302. Financial instruments and income tax allocation 303. Introduction to intercorporate investments 304. Consolidation subsequent to acquisition 305. Intercompany transactions 306. Issues in ownership interests and joint ventures 307. Foreign activities 308. Translation and consolidation of foreign subsidiaries 309.Financial reporting in the not-for-profit and public sectors 310. Fund accounting 311. Accounting standard-setting environments 312. Financial instruments and income tax allocation 313. Introduction to intercorporate investments 314. Consolidation subsequent to acquisition 315. Interco mpany transactions 316. Issues in ownership interests and joint ventures 317. Foreign activities 318. Translation and consolidation of foreign subsidiaries 319. Financial reporting in the not-for-profit and public sectors 320. Fund accounting 321. Accounting standard-setting environments 322. Financial instruments and income tax allocation 23. Introduction to intercorporate investments 324. Consolidation subsequent to acquisition 325. Intercompany transactions 326. Issues in ownership interests and joint ventures 327. Foreign activities 328. Translation and consolidation of foreign subsidiaries 329. Financial reporting in the not-for-profit and public sectors 330. Fund accounting 331. Accounting standard-setting environments 332. Financial instruments and income tax allocation 333. Introduction to intercorporate investments 334. Consolidation subsequent to acquisition 335. Intercompany transactions 336. Issues in ownership interests and joint ventures 37. Foreign activities 338. Tra nslation and consolidation of foreign subsidiaries 339. Financial reporting in the not-for-profit and public sectors 340. Fund accounting 341. Accounting standard-setting environments 342. Financial instruments and income tax allocation 343. Introduction to intercorporate investments 344. Consolidation subsequent to acquisition 345. Intercompany transactions 346. Issues in ownership interests and joint ventures 347. Foreign activities 348. Translation and consolidation of foreign subsidiaries 349. Financial reporting in the not-for-profit and public sectors 350. Fund accounting 351.Accounting standard-setting environments 352. Financial instruments and income tax allocation 353. Introduction to intercorporate investments 354. Consolidation subsequent to acquisition 355. Intercompany transactions 356. Issues in ownership interests and joint ventures 357. Foreign activities 358. Translation and consolidation of foreign subsidiaries 359. Financial reporting in the not-for-profit and pu blic sectors 360. Fund accounting 361. Accounting standard-setting environments 362. Financial instruments and income tax allocation 363. Introduction to intercorporate investments 364. Consolidation subsequent to acquisition 65. Intercompany transactions 366. Issues in ownership interests and joint ventures 367. Foreign activities 368. Translation and consolidation of foreign subsidiaries 369. Financial reporting in the not-for-profit and public sectors 370. Fund accounting 371. Accounting standard-setting environments 372. Financial instruments and income tax allocation 373. Introduction to intercorporate investments 374. Consolidation subsequent to acquisition 375. Intercompany transactions 376. Issues in ownership interests and joint ventures 377. Foreign activities 378. Translation and consolidation of foreign subsidiaries 379.Financial reporting in the not-for-profit and public sectors 380. Fund accounting 381. Accounting standard-setting environments 382. Financial instrument s and income tax allocation 383. Introduction to intercorporate investments 384. Consolidation subsequent to acquisition 385. Intercompany transactions 386. Issues in ownership interests and joint ventures 387. Foreign activities 388. Translation and consolidation of foreign subsidiaries 389. Financial reporting in the not-for-profit and public sectors 390. Fund accounting 391. Accounting standard-setting environments 392. Financial instruments and income tax allocation 93. Introduction to intercorporate investments 394. Consolidation subsequent to acquisition 395. Intercompany transactions 396. Issues in ownership interests and joint ventures397. Foreign activities 398. Translation and consolidation of foreign subsidiaries 399. Financial reporting in the not-for-profit and public sectors 400. Fund accounting 401. Accounting standard-setting environments 402. Financial instruments and income tax allocation 403. Introduction to intercorporate investments 404. Consolidation subsequent to acquisition 405. Intercompany transactions 406. Issues in ownership interests and joint ventures 07. Foreign activities 408. Translation and consolidation of foreign subsidiaries 409. Financial reporting in the not-for-profit and public sectors 410. Fund accounting 411. Accounting standard-setting environments 412. Financial instruments and income tax allocation 413. Introduction to intercorporate investments 414. Consolidation subsequent to acquisition 415. Intercompany transactions 416. Issues in ownership interests and joint ventures 417. Foreign activities 418. Translation and consolidation of foreign subsidiaries 419. Financial reporting in the not-for-profit and public sectors 420. Fund accounting 421.Accounting standard-setting environments 422. Financial instruments and income tax allocation 423. Introduction to intercorporate investments 424. Consolidation subsequent to acquisition 425. Intercompany transactions 426. Issues in ownership interests and joint ventures 427. Foreign activities 428. Translation and consolidation of foreign subsidiaries 429. Financial reporting in the not-for-profit and public sectors 430. Fund accounting 431. Accounting standard-setting environments 432. Financial instruments and income tax allocation 433. Introduction to intercorporate investments434. Consolidation subsequent to acquisition 35. Intercompany transactions 436. Issues in ownership interests and joint ventures 437. Foreign activities 438. Translation and consolidation of foreign subsidiaries 439. Financial reporting in the not-for-profit and public sectors 440. Fund accounting 441. Accounting standard-setting environments 442. Financial instruments and income tax allocation 443. Introduction to intercorporate investments 444. Consolidation subsequent to acquisition 445. Intercompany transactions 446. Issues in ownership interests and joint ventures 447. Foreign activities 448. Translation and consolidation of foreign subsidiaries 449.Financial reporting in the not-for-profit and public sectors 450. Fund accounting 451. Accounting standard-setting environments 452. Financial instruments and income tax allocation 453. Introduction to intercorporate investments 454. Consolidation subsequent to acquisition 455. Intercompany transactions 456. Issues in ownership interests and joint ventures 457. Foreign activities 458. Translation and consolidation of foreign subsidiaries 459. Financial reporting in the not-for-profit and public sectors 460. Fund accounting 461. Accounting standard-setting environments 462. Financial instruments and income tax allocation 63. Introduction to intercorporate investments 464. Consolidation subsequent to acquisition 465. Intercompany transactions466. Issues in ownership interests and joint ventures 467. Foreign activities 468. Translation and consolidation of foreign subsidiaries 469. Financial reporting in the not-for-profit and public sectors 470. Fund accounting 471. Accounting standard-setting environments 472. Financial instruments and income tax allocation 473. Introduction to intercorporate investments 474. Consolidation subsequent to acquisition 475. Intercompany transactions 476. Issues in ownership interests and joint ventures 77. Foreign activities 478. Translation and consolidation of foreign subsidiaries 479. Financial reporting in the not-for-profit and public sectors 480. Fund accounting 481. Accounting standard-setting environments 482. Financial instruments and income tax allocation 483. Introduction to intercorporate investments 484. Consolidation subsequent to acquisition 485. Intercompany transactions 486. Issues in ownership interests and joint ventures 487. Foreign activities 488. Translation and consolidation of foreign subsidiaries 489. Financial reporting in the not-for-profit and public sectors 490.Fund accounting 491. Accounting standard-setting environments 492. Financial instruments and income tax allocation 493. Introduction to intercorporate investments 494 . Consolidation subsequent to acquisition 495. Intercompany transactions 496. Issues in ownership interests and joint ventures 497. Foreign activities 498. Translation and consolidation of foreign subsidiaries 499. Financial reporting in the not-for-profit and public sectors 500. Fund accounting 501. Accounting standard-setting environments 502. Financial instruments and income tax allocation 503. Introduction to intercorporate investments 04. Consolidation subsequent to acquisition 505. Intercompany transactions 506. Issues in ownership interests and joint ventures 507. Foreign activities 508. Translation and consolidation of foreign subsidiaries 509. Financial reporting in the not-for-profit and public sectors 510. Fund accounting511. Accounting standard-setting environments 512. Financial instruments and income tax allocation 513. Introduction to intercorporate investments 514. Consolidation subsequent to acquisition 515. Intercompany transactions 516. Issues in ownership interes ts and joint ventures 517. Foreign activities 18. Translation and consolidation of foreign subsidiaries 519. Financial reporting in the not-for-profit and public sectors 520. Fund accounting 521. Accounting standard-setting environments 522. Financial instruments and income tax allocation 523. Introduction to intercorporate investments 524. Consolidation subsequent to acquisition 525. Intercompany transactions 526. Issues in ownership interests and joint ventures 527. Foreign activities 528. Translation and consolidation of foreign subsidiaries 529. Financial reporting in the not-for-profit and public sectors 530. Fund accounting 531.Accounting standard-setting environments 532. Financial instruments and income tax allocation 533. Introduction to intercorporate investments 534. Consolidation subsequent to acquisition 535. Intercompany transactions 536. Issues in ownership interests and joint ventures 537. Foreign activities 538. Translation and consolidation of foreign subsidiaries 539. Financial reporting in the not-for-profit and public sectors 540. Fund accounting 541. Accounting standard-setting environments 542. Financial instruments and income tax allocation 543. Introduction to intercorporate investments 544. Consolidation subsequent to acquisition 45. Intercompany transactions 546. Issues in ownership interests and joint ventures 547. Foreign activities 548. Translation and consolidation of foreign subsidiaries 549. Financial reporting in the not-for-profit and public sectors 550. Fund accounting 551. Accounting standard-setting environments 552. Financial instruments and income tax allocation 553. Introduction to intercorporate investments 554. Consolidation subsequent to acquisition 555. Intercompany transactions 556. Issues in ownership interests and joint ventures 557. Foreign activities 558. Translation and consolidation of foreign subsidiaries 559.Financial reporting in the not-for-profit and public sectors 560. Fund accounting 561. Accounting st andard-setting environments 562. Financial instruments and income tax allocation 563. Introduction to intercorporate investments 564. Consolidation subsequent to acquisition 565. Intercompany transactions 566. Issues in ownership interests and joint ventures 567. Foreign activities 568. Translation and consolidation of foreign subsidiaries 569. Financial reporting in the not-for-profit and public sectors 570. Fund accounting 571. Accounting standard-setting environments 572. Financial instruments and income tax allocation 73. Introduction to intercorporate investments 574. Consolidation subsequent to acquisition 575. Intercompany transactions 576. Issues in ownership interests and joint ventures 577. Foreign activities 578. Translation and consolidation of foreign subsidiaries 579. Financial reporting in the not-for-profit and public sectors 580. Fund accounting 581. Accounting standard-setting environments 582. Financial instruments and income tax allocation583. Introduction to int ercorporate investments 584. Consolidation subsequent to acquisition 585. Intercompany transactions 586. Issues in ownership interests and joint ventures 87. Foreign activities 588. Translation and consolidation of foreign subsidiaries 589. Financial reporting in the not-for-profit and public sectors 590. Fund accounting 591. Accounting standard-setting environments 592. Financial instruments and income tax allocation 593. Introduction to intercorporate investments 594. Consolidation subsequent to acquisition 595. Intercompany transactions 596. Issues in ownership interests and joint ventures 597. Foreign activities 598. Translation and consolidation of foreign subsidiaries 599. Financial reporting in the not-for-profit and public sectors 600.Fund accounting 601. Accounting standard-setting environments 602. Financial instruments and income tax allocation 603. Introduction to intercorporate investments 604. Consolidation subsequent to acquisition 605. Intercompany transactions 606. Issues in ownership interests and joint ventures 607. Foreign activities 608. Translation and consolidation of foreign subsidiaries 609. Financial reporting in the not-for-profit and public sectors 610. Fund accounting 611. Accounting standard-setting environments 612. Financial instruments and income tax allocation 613. Introduction to intercorporate investments 14. Consolidation subsequent to acquisition 615. Intercompany transactions 616. Issues in ownership interests and joint ventures 617. Foreign activities 618. Translation and consolidation of foreign subsidiaries 619. Financial reporting in the not-for-profit and public sectors 620. Fund accounting621. Accounting standard-setting environments 622. Financial instruments and income tax allocation 623. Introduction to intercorporate investments 624. Consolidation subsequent to acquisition 625. Intercompany transactions 626. Issues in ownership interests and joint ventures 627. Foreign activities 28. Translation and consolidatio n of foreign subsidiaries 629. Financial reporting in the not-for-profit and public sectors 630. Fund accounting 631. Accounting standard-setting environments 632. Financial instruments and income tax allocation 633. Introduction to intercorporate investments 634. Consolidation subsequent to acquisition 635. Intercompany transactions 636. Issues in ownership interests and joint ventures 637. Foreign activities 638. Translation and consolidation of foreign subsidiaries 639. Financial reporting in the not-for-profit and public sectors 640. Fund accounting 641.Accounting standard-setting environments 642. Financial instruments and income tax allocation 643. Introduction to intercorporate investments 644. Consolidation subsequent to acquisition 645. Intercompany transactions 646. Issues in ownership interests and joint ventures 647. Foreign activities 648. Translation and consolidation of foreign subsidiaries 649. Financial reporting in the not-for-profit and public sectors 650. Fund ac counting 651. Accounting standard-setting environments 652. Financial instruments and income tax allocation 653. Introduction to intercorporate investments654. Consolidation subsequent to acquisition 55. Intercompany transactions 656. Issues in ownership interests and joint ventures 657. Foreign activities 658. Translation and consolidation of foreign subsidiaries 659. Financial reporting in the not-for-profit and public sectors 660. Fund accounting 661. Accounting standard-setting environments 662. Financial instruments and income tax allocation 663. Introduction to intercorporate investments 664. Consolidation subsequent to acquisition 665. Intercompany transactions 666. Issues in ownership interests and joint ventures 667. Foreign activities 668. Translation and consolidation of foreign subsidiaries 669.Financial reporting in the not-for-profit and public sectors 670. Fund accounting 671. Accounting standard-setting environments 672. Financial instruments and income tax allocatio n 673. Introduction to intercorporate investments 674. Consolidation subsequent to acquisition 675. Intercompany transactions 676. Issues in ownership interests and joint ventures677. Foreign activities 678. Translation and consolidation of foreign subsidiaries 679. Financial reporting in the not-for-profit and public sectors 680. Fund accounting 681. Accounting standard-setting environments 682. Financial instruments and income tax allocation 83. Introduction to intercorporate investments 684. Consolidation subsequent to acquisition 685. Intercompany transactions 686. Issues in ownership interests and joint ventures 687. Foreign activities 688. Translation and consolidation of foreign subsidiaries 689. Financial reporting in the not-for-profit and public sectors 690. Fund accounting 691. Accounting standard-setting environments 692. Financial instruments and income tax allocation693. Introduction to intercorporate investments 694. Consolidation subsequent to acquisition 695. Interc ompany transactions 696. Issues in ownership interests and joint ventures 97. Foreign activities 698. Translation and consolidation of foreign subsidiaries 699. Financial reporting in the not-for-profit and public sectors 700. Fund accounting 701. Accounting standard-setting environments 702. Financial instruments and income tax allocation 703. Introduction to intercorporate investments 704. Consolidation subsequent to acquisition 705. Intercompany transactions 706. Issues in ownership interests and joint ventures 707. Foreign activities 708. Translation and consolidation of foreign subsidiaries 709. Financial reporting in the not-for-profit and public sectors 710.Fund accounting 711. Accounting standard-setting environments 712. Financial instruments and income tax allocation 713. Introduction to intercorporate investments 714. Consolidation subsequent to acquisition 715. Intercompany transactions 716. Issues in ownership interests and joint ventures 717. Foreign activities 718. Tr anslation and consolidation of foreign subsidiaries 719. Financial reporting in the not-for-profit and public sectors 720. Fund accounting 721. Accounting standard-setting environments 722. Financial instruments and income tax allocation 723. Introduction to intercorporate investments 24. Consolidation subsequent to acquisition 725. Intercompany transactions 726. Issues in ownership interests and joint ventures727. Foreign activities 728. Translation and consolidation of foreign subsidiaries 729. Financial reporting in the not-for-profit and public sectors 730. Fund accounting 731. Accounting standard-setting environments 732. Financial instruments and income tax allocation 733. Introduction to intercorporate investments 734. Consolidation subsequent to acquisition 735. Intercompany transactions 736. Issues in ownership interests and joint ventures 737. Foreign activities 38. Translation and consolidation of foreign subsidiaries 739. Financial reporting in the not-for-profit and pub lic sectors 740. Fund accounting 741. Accounting standard-setting environments 742. Financial instruments and income tax allocation 743. Introduction to intercorporate investments 744. Consolidation subsequent to acquisition 745. Intercompany transactions 746. Issues in ownership interests and joint ventures 747. Foreign activities 748. Translation and consolidation of foreign subsidiaries 749. Financial reporting in the not-for-profit and public sectors 750. Fund accounting 751.Accounting standard-setting environments 752. Financial instruments and income tax allocation 753. Introduction to intercorporate investments 754. Consolidation subsequent to acquisition 755. Intercompany transactions 756. Issues in ownership interests and joint ventures 757. Foreign activities 758. Translation and consolidation of foreign subsidiaries 759. Financial reporting in the not-for-profit and public sectors 760. Fund accounting 761.Accounting standard-setting environments 762. Financial instruments and income tax allocation 763. Introduction to intercorporate investments 764. Consolidation subsequent to acquisition 65. Intercompany transactions 766. Issues in ownership interests and joint ventures 767. Foreign activities 768. Translation and consolidation of foreign subsidiaries 769. Financial reporting in the not-for-profit and public sectors 770. Fund accounting 771. Accounting standard-setting environments 772. Financial instruments and income tax allocation 773. Introduction to intercorporate investments 774. Consolidation subsequent to acquisition 775. Intercompany transactions 776. Issues in ownership interests and joint ventures 777. Foreign activities 778. Translation and consolidation of foreign subsidiaries 779.Financial reporting in the not-for-profit and public sectors 780. Fund accounting 781. Accounting standard-setting environments 782. Financial instruments and income tax allocation 783. Introduction to intercorporate investments 784. Consolidation subsequent to acquisition 785. Intercompany transactions 786. Issues in ownership interests and joint ventures 787. Foreign activities 788. Translation and consolidation of foreign subsidiaries 789. Financial reporting in the not-for-profit and public sectors 790. Fund accounting 791. Accounting standard-setting environments 792. Financial instruments and income tax allocation 93. Introduction to intercorporate investments 794.Consolidation subsequent to acquisition 795. Intercompany transactions 796. Issues in ownership interests and joint ventures 797. Foreign activities 798. Translation and consolidation of foreign subsidiaries 799. Financial reporting in the not-for-profit and public sectors 800. Fund accounting 801. Accounting standard-setting environments 802. Financial instruments and income tax allocation 803. Introduction to intercorporate investments 804. Consolidation subsequent to acquisition 805. Intercompany transactions 806. Issues in ownership interests and joint ventures 07. F oreign activities 808. Translation and consolidation of foreign subsidiaries 809. Financial reporting in the not-for-profit and public sectors 810. Fund accounting 811. Accounting standard-setting environments 812. Financial instruments and income tax allocation 813. Introduction to intercorporate investments 814. Consolidation subsequent to acquisition 815. Intercompany transactions 816. Issues in ownership interests and joint ventures 817. Foreign activities 818. Translation and consolidation of foreign subsidiaries 819. Financial reporting in the not-for-profit and public sectors 820.Fund accounting 821. Accounting standard-setting environments 822. Financial instruments and income tax allocation 823. Introduction to intercorporate investments 824. Consolidation subsequent to acquisition 825. Intercompany transactions 826. Issues in ownership interests and joint ventures 827. Foreign activities 828. Translation and consolidation of foreign subsidiaries 829. Financial reporting in the not-for-profit and public sectors 830. Fund accounting 831. Accounting standard-setting environments 832. Financial instruments and income tax allocation 833. Introduction to intercorporate investments 34. Consolidation subsequent to acquisition 835. Intercompany transactions 836. Issues in ownership interests and joint ventures 837. Foreign activities 838. Translation and consolidation of foreign subsidiaries 839. Financial reporting in the not-for-profit and public sectors 840. Fund accounting 841.Accounting standard-setting environments 842. Financial instruments and income tax allocation 843. Introduction to intercorporate investments 844. Consolidation subsequent to acquisition 845. Intercompany transactions 846. Issues in ownership interests and joint ventures 847. Foreign activities 48. Translation and consolidation of foreign subsidiaries 849. Financial reporting in the not-for-profit and public sectors 850. Fund accounting 851. Accounting standard-setting environments 852. Financial instruments and income tax allocation 853. Introduction to intercorporate investments 854. Consolidation subsequent to acquisition 855. Intercompany transactions 856. Issues in ownership interests and joint ventures 857. Foreign activities 858. Translation and consolidation of foreign subsidiaries 859. Financial reporting in the not-for-profit and public sectors 860. Fund accounting 861.Accounting standard-setting environments 862. Financial instruments and income tax allocation 863. Introduction to intercorporate investments 864. Consolidation subsequent to acquisition 865. Intercompany transactions 866. Issues in ownership interests and joint ventures 867. Foreign activities 868. Translation and consolidation of foreign subsidiaries 869. Financial reporting in the not-for-profit and public sectors 870. Fund accounting 871. Accounting standard-setting environments 872. Financial instruments and income tax allocation 873. Introduction to intercorporate investments 874 .Consolidation subsequent to acquisition 75. Intercompany transactions 876. Issues in ownership interests and joint ventures 877. Foreign activities 878. Translation and consolidation of foreign subsidiaries 879. Financial reporting in the not-for-profit and public sectors 880. Fund accounting 881. Accounting standard-setting environments 882. Financial instruments and income tax allocation 883. Introduction to intercorporate investments 884. Consolidation subsequent to acquisition 885. Intercompany transactions 886. Issues in ownership interests and joint ventures 887. Foreign activities 888. Translation and consolidation of foreign subsidiaries 889.Financial reporting in the not-for-profit and public sectors 890. Fund accounting 891. Accounting standard-setting environments 892. Financial instruments and income tax allocation 893. Introduction to intercorporate investments 894. Consolidation subsequent to acquisition 895. Intercompany transactions 896. Issues in ownership interest s and joint ventures 897. Foreign activities 898. Translation and consolidation of foreign subsidiaries 899. Financial reporting in the not-for-profit and public sectors 900. Fund accounting 901. Accounting standard-setting environments 902. Financial instruments and income tax allocation 03. Introduction to intercorporate investments 904. Consolidation subsequent to acquisition 905. Intercompany transactions 906. Issues in ownership interests and joint ventures 907.Foreign activities 908. Translation and consolidation of foreign subsidiaries 909. Financial reporting in the not-for-profit and public sectors 910. Fund accounting 911. Accounting standard-setting environments 912. Financial instruments and income tax allocation 913. Introduction to intercorporate investments 914. Consolidation subsequent to acquisition 915. Intercompany transactions 916. Issues in ownership interests and joint ventures 17. Foreign activities 918. Translation and consolidation of foreign subsidiaries 91 9. Financial reporting in the not-for-profit and public sectors 920. Fund accounting 921. Accounting standard-setting environments 922. Financial instruments and income tax allocation 923. Introduction to intercorporate investments 924. Consolidation subsequent to acquisition 925. Intercompany transactions 926. Issues in ownership interests and joint ventures 927. Foreign activities 928. Translation and consolidation of foreign subsidiaries 929. Financial reporting in the not-for-profit and public sectors 930. Fund accounting

Rear Window essays

Rear Window essays Watching movies is what I do best, but all this time I have never watched anything so thrilling, tense and amazingly significant as an Alfred Hitchcock movie. His greatest film..."Rear Window" is probably Alfred Hitchcocks most perfectly constructed film. It takes place during four days, from Wednesday to Saturday, and the events are filmed from the window of one apartment and mostly through the eyes of one person - the magazine photographer L.B. Jeffries (James Stewart), confined to a wheelchair with his leg in plaster. One of my goals is to describe to you what I understood and loved about this movie, because Sometimes you see or hear things that make a huge impact to where you think about it hours after it's over. This is the case with Rear Window. What is it that makes Rear Window such a great movie? Let me count the ways. First of all, is the obvious. Rear Window is by the greatest director who ever lived Alfred Hitchcock. He was a master of suspense without using profanity, gore, nudity, or even graphic violence. He scared us with only a camera and some lights. The suspense in the film is based on the unquestionable logic of terror. The terror is not in the scene projected on the screen, but in the minds of the audience. Hitchcock slowly awakens in the audience a stream of suspense, which he dams until the final cataractous release. Hitchcock planned his film so accurately that after it had been edited, only a few dozen meters of film remained on the cutting room floor. This shows how amazing he was in directing, and how well the editor did his job. He shows the murderer creeping up the stairs to Jeffs flat leaving the unfamiliar rear of the building into the audiences imagination and it is just the unfamiliar rear that maximizes the threat: at this stage the threat is not just the rather pathetic M r. Thorwald, but the complex unfamiliarity of the building itself. As for the knowledge of the door...

7 Essential Elements to Consider When Writing an International Executive Resume

7 Essential Elements to Consider When Writing an International Executive Resume I had the privilege last Friday of listening to a webinar led by Tim Windhof, an international executive resume/CV writer. Tim explained many of the challenges U.S. and Canadian writers can face when writing these job search documents for an international audience, and how to address those challenges. To write this article, I also leaned on Sandra Ingemansen’s helpful articles posted on CareerDirectors.com on international CV writing. For simplicity’s sake, let’s say for the purposes of this article that â€Å"CV† is just a European term for â€Å"resume.† Don’t worry for now about the academic or scientific CV you might be familiar with in the United States, which might contain a long list of honors, publications, patents, etc. Where should I start when writing an international executive resume? Let’s start with some good news: The basic purpose of a resume or CV is the same everywhere – to sell yourself as a great candidate for the position by highlighting your talents and accomplishments. And the basic elements of an international executive resume are the same no matter where you are. You’ll always have an Experience section, most often in chronological order, and an Education section. Almost all resumes will begin with a Summary section, though as a caveat, I’ve seen many legal professionals who prefer to skip that section. In a multi-cultural world, you could live in one country and want to apply to positions in several others, or in global companies with an American presence. With all these combinations and permutations, you might be called to write a carefully considered â€Å"hybrid† resumes, and you might need an expert to advise you on the best approach. Here are 7 main points to consider if you are applying to a position in a country other than the United States and Canada: 1. Do your research! There is not one binding â€Å"international† resume standard. You can’t safely make any assumptions about what will be appropriate for any given country. For instance, in some countries, such as Germany, a photo, as well as personal details like marital status, number of children, country of citizenship, and birthday, are standard. These details might be included on a cover page. In other countries, including the UK, these personal details should be left out. In Germany there are some very specific requirements for submitting a job application that often comprise 20+ pages of material. And standards are changing rapidly! So make sure you’re up to date before you submit an application. Formats vary between countries, too, trending simpler, with more white space, in countries outside the U.S. The A4 page format is also generally accepted in most non-U.S. countries. CVs tend to be longer than 2 pages in other countries as well, so you don’t need to focus as hard on shortening your resume to 2 pages. In Europe, dates are usually listed down the left-hand column, a practice that is being moved away from in the United States. I repeat: Do your research! Find out what will be accepted, and respected, in the country where you want a job, and follow that standard. 2. C-A-R (Challenge – Action – Results) stories work no matter where you are in the world. But be careful how you write them. While bullets with stories of your executive accomplishments are desirable regardless of country, they should include less detail in other parts of the world than they do in the United States and Canada. This is in part due to confidentiality and non-disclosure regulations, and in part due to cultural differences. Be especially careful not to violate any regulations when sharing specific numbers (dollar amounts and other metrics) in a resume! Furthermore, on international resumes, â€Å"braggy† verbs like â€Å"Propelled,† â€Å"Championed,† and â€Å"Rocketed† work well in the U.S., but would likely be offensive to a reader in Asia or even some areas in Europe. In some countries, you might need to start bullets with nouns instead of verbs, which is also a way to avoid being â€Å"braggy† about your accomplishments. When writing an international executive resume, be sure to emphasize your cross-cultural skills as you share your accomplishments. You absolutely must demonstrate your multi-cultural fluency. 3. Written reference reports might be standard attachments. These reports are regularly provided in some countries and can be up to 2 pages per position. They might be requested to accompany a resume submission. Some of the details of your accomplishments might be covered in these documents, meaning you don’t have to write as much detail in your resume or CV. 4. Language specifics are important! In an international executive resume, it’s essential to be specific – and brutally honest – about your language skills. Are you fluent or proficient? Native speaker? Business or basic level? Written or spoken? Do you have a score on an internationally accepted language exam that you can share? Or, can you use one of the categories in the Common European Framework of References for Languages? Note: If you claim fluency, you will be asked to interview in that language. So don’t stretch the truth. 5. Education – make it universal. Be sure that whatever degree you obtained, you list it in a language equivalent that will be understood in the country you’re applying to work in. You don’t want to undersell or oversell the degree you obtained. Overseas, you will often be served by writing the full span of years in which you attended school, vs. listing only your graduation date. Furthermore, in Europe you will want to include the date of your high school diploma, as recruiters want to see the full timeline of your schooling and whether you took any breaks. 6. Hobbies might be fair game! Don’t be afraid to share hobbies if they are worth noting and good conversation starters. You could find unexpected interest or even commonality with your interviewer! Interests seem especially welcome in international resumes, though they can sometimes be a boon in a U.S. resume as well. I’m pretty sure I once got a job offer because I could recite Dr. Seuss’s â€Å"The Sneetches† from memory. 7. Citizenship and Immigration Status In an international executive resume, your country of citizenship and your ability to work in the country where you’re applying are essential to include on your resume. If you are an executive with a Blue Card, be sure to include that status up front and center. The most important lesson we can learn here (which I am repeating again) is the importance of doing your research! If you’re targeting a position outside of your home country, you need to conform to the proper standards in order to be taken seriously. As Sandra Ingemansen so aptly points out, â€Å"Taking notice of these subtleties lets employers know that if an applicant is the type of person willing to go above and beyond on a job search campaign, then so will she be on the job as well.† Want to look at sample international executive resumes? Check out Brenda Bernstein’s TORI Award Winning International Executive Resume and other TORI Award winning resumes.

How to Create a Delphi Form from a String

How to Create a Delphi Form from a String There may be instances when you do not know the exact class type of a form object. You may only have the string variable carrying the name of the forms class, such as â€Å"TMyForm†. Note that the Application.CreateForm() procedure expects a variable of type TFormClass for its first parameter. If you can provide a TFormClass type variable (from a string), you will be able to create a form from its name. The FindClass() Delphi function locates a class type from a string. The search goes through all registered classes. To register a class, a procedure RegisterClass() can be issued. When the FindClass function returns a TPersistentClass value, cast it to TFormClass, and a new TForm object will be created. Sample Exercise Create a new Delphi project and name the main form: MainForm (TMainForm).Add three new forms to the project, name them:FirstForm (TFirstForm)SecondForm (TSecondForm)ThirdForm (TThirdForm)Remove the three new forms from the Auto-create Forms list in the Project-Options dialog.Drop a ListBox on the MainForm and add three strings: TFirstForm, TSecondForm, and TThirdForm.   procedure TMainForm.FormCreate( Sender: TObject);begin RegisterClass(TFirstForm); RegisterClass(TSecondForm); RegisterClass(TThirdForm);end; In the MainForms OnCreate event register the classes: procedure TMainForm.CreateFormButtonClick( Sender: TObject);var s : string;begin s : ListBox1.Items[ListBox1.ItemIndex]; CreateFormFromName(s);end; Once the button is clicked, find the selected forms type name, and call a custom CreateFormFromName procedure: procedure CreateFormFromName( const FormName : string);var fc : TFormClass; f : TForm;begin fc : TFormClass(FindClass(FormName)); f : fc.Create(Application); f.Show;end; (* CreateFormFromName *) If the first item is selected in the list box, the s variable will hold the TFirstForm string value. The CreateFormFromName will create an instance of the TFirstForm form.

Asian people taking on non-typical or roles they are not characterized Essay

Asian people taking on non-typical or roles they are not characterized to in British cinema - Essay Example And that is what is the Asian Artists in England are aiming for; to craft their story and the performance in such a way that it entertains and touches the heart of the English community as much as it does of the Asian people. Asian directors are doing their best to bid for the mainstream. The year was 1986. A movie called ‘My beautiful Laundrette’ was released. Scripted by writer from Asian origin, Hanif Kureishi, the movie tells a story of the Asian community living in London [1]. It proved to be a commercially successful movie and gave inspiration to the upcoming Asian artists in England a hope to confidently launch their career move thinking that ‘mainstream’ is not out of their reach ((Korte and Sternber ,2004. pg. 49). help of his school friend Johnny, turns around the business of laundry. The story has all the issues that try to portray the Asian community like homosexuality , rebellious women, religious pressure, and an effort to adjust with the different culture. ((Korte and Sternber ,2004. pg..pg84). It talked about what was happening at that time with Asian origin people and how they were trying to break from the barriers of tradition by choosing to live the life of their own and taking their own decisions. ((Korte and Sternber ,2004. pg. 85). The film got a mixed response. Although it was received well by the audience, it was also criticized by some Asian audience and the critics saying that it misrepresented the Asian community and has given a negative shade to the Asian people ((Korte and Sternber ,2004. pg..85). But one thing was certain, the film of Asian origin got the entry in the ‘mainstream’. However, for the Asian artists, there was still long way to go and many

Andrew Johnson (Importance in American History) - Although an honest Research Paper

Andrew Johnson (Importance in American History) - Although an honest and honorable man, Andrew Johnson was one of the most unfor - Research Paper Example There were two attempts made to impeach him from office during his term, although neither was successful. During a time when the nation was greatly wounded in the aftermath of the Civil War, President A. Johnson created a political leadership that did not help the nation towards its recovery. President Andrew Johnson had established a place within history with ill-advised behavior from the moment of his inauguration as Vice President to Abraham Lincoln. During the event, President Johnson had become intoxicated and his inauguration speech was a slurred mess that embarrassed those at the gathering. Later he would claim that he had been drinking because of the pain of suffering from typhoid fever, but whether this was true or not, his position in the administration was tainted by this rambled, incoherent speech. Because of this event, there were frequent accusations of his drunkenness, including on the day that he ascended to the Presidency when Abraham Lincoln was shot, but this accus ation was put down by many witnesses to the event who claimed it was untrue. Still, this issue plagued his career, framing him as unreliable and creating a system that consistently second guessed his attempts at leadership.i Andrew Johnson received his leadership of the country through the tragic death of Abraham Lincoln who was shot and killed at a play by John Wilkes Booth at a play at Ford’s Theater. He should have been the perfect selection for the task of helping the country to recover, a Southern man who aligned his political beliefs with the North giving him an understanding of both cultures. One of the first acts that he committed after ascending to the Presidency was to create the First Amnesty Proclamation. This proclamation gave amnesty to thousands of southerners who had participated in the war. In order to be given a pardon, all that was needed was to swear an oath to the Union. However, fourteen classes of people were not allowed this general amnesty option. Thi s included those who had graduated from military academies, those under indictment, and those who owned property worth more than 20,000.00.ii This last exclusion created economic problems. Those who had to go through the very lengthy process of applying individually for amnesty had their lives disrupted through the inability to participate in the privileges of legal status. This included not being able to marry, to get loans, or to easily conduct business. Johnson is quoted as having stated â€Å"you know perfectly well that it was the wealthy men of the South who dragooned the people into secessionâ€Å".iii With those of means being affected, this meant that commerce was affected. However, the desired result that President Johnson was seeking was to allow for Caucasian Southerners of less means to climb into politics, leadership created by those of average means rather than an elitist class. However, this goal was very short lived as the power that was temporarily given to the a verage farmer was soon to be usurped once again by the elitist class. The acceptance of emancipation was not easily won and the retributions for the loss of the slavery against African Americans were harsh and violent. Southerners were reticent to accept the newly freed people and there were frequent reports of whippings, murders, and the burning of schools and churches. In addition, Black Codes being developed by that middle class leadership that President Jo

The lack of specific statutory legislation to deal with media Essay

The lack of specific statutory legislation to deal with media intrusion can be regarded as a weakness in English law. The Irish Privacy Bill 2006 represents a m - Essay Example In UK there is no specific statutory provision for the protection of privacy. However, because the violation of personal life cannot remain in certain circumstances without punishment, for this reason, the courts use instead the principles of law that are related with Human Rights in general. In this context, Human Rights Act of 1998 is the most common legislative text used by courts in UK in order to provide protection to people that have suffered an intrusion to their personal life by media. It has to be noticed though that English courts deal with the issue only at the level that the relevant freedoms provided by the English law are violated. In accordance with the article 2 of the Human Rights Act of 1998 ‘Everyone’s right to life shall be protected by the law’ (article 2, par.1). Furthermore, Human Rights Act of 1998 include a series of articles that provide protection in many cases when human rights are been threatened. We can indicatively refer to ‘th e right to liberty and security (article 5), the right to a fair trial (article 6), the right to respect for private and family life (article 8), the freedom of thought, conscience and religion (article 9), the freedom of expression (article 10), the freedom of assembly and association (article 11), the right to an effective remedy (article 13)’ and so on. At the European level, the right of privacy is also protected using the European Convention on the Protection of Fundamental Rights and Freedoms of 1948 as it has been amended by a series of protocols (no. 4, 6, 7, 11 and 12). An interesting legislative text in the area of protection of privacy is the Irish Privacy Bill 2006 which covers all possible aspects of personal life that can suffer an intrusion and violation. Generally, it has been stated by Ellis (1993, 85) that ‘British law recognises no statutory right to privacy but The Data Protection Act 1984 was the first Act to address this

Managing Conflict & the Negotiation Process Essay

Managing Conflict & the Negotiation Process - Essay Example In managing conflict, it is important to determine who are involved, what they think, andthe context or the environment of the conflict. One would best map out the conflict to determine its scope and all basic information so that one can match an effective response to it. Part of this is determining the options available and the costs and benefits accruing from them. Often, a great deal can be learned from similar experiences of the past which can also yield ideas about what things are likely to happen. Efforts must be made to look into who would be affected by the conflict especially those that are silent and have not yet become vocal. Disputes often times have histories which may explain the feelings of others on the issue. When people speak, they may be able to give hints on how the current situation can be resolved. At times, disputes may be related to others disputes and this deserves some attention as they may affect the outcome of the earlier conflict. As supposed survivors, we were faced with a common enemy [the possibility of not being able to survive] and so we were one. What each one of us were, was quickly forgotten as we had to be united to get us out of the problem. We had to work as a team and explore an uncharted territory. As time went on, thoughts were turned to our individual selves as dwindling supplies and security from the unknown stared us in the face. We had to think of strategies, yet have our personal needs met. In trying to communicate with each other, there was the trend wherein some members preferred to direct communication first to one's buddy in the group, then eventually to the emergent leader. In the process, the quiet one seemed not to be included with the team. Communication was bridged only with the emergent leader shifting back and forth between the non-talking parties. I can see that one needs to be alert, to be on top of their game, and agile enough to respond quickly and effectively to changes. Exercises like this can be very helpful for the mind. Where before, I had only myself to dictate how I moved, here, I was forced to act from a perspective wider and bigger than myself. It seemed that I had taken on a personality bigger than that of my old self. (2) Describe how the events that happened relate to our studies. I am amazed to see that the mix of different personalities and levels are counted critical to the success of the activity. First, we do not have the same experiences and the same capacity for understanding concepts involved in the exercise. Second, we didn't know each other that close until after the exercises. Third, we were forced to think quickly. A common problem bound us all: the need to survive. The mind maps had encouraged equal participation from each one of us. The game actually begins when we, as strangers, are left in a rough terrain. There is no opportunity for planning before the game begins. We scramble to gather whatever supplies we can grab. We trek across rugged terrain in search of a campsite. Exhausted, hungry and in the middle of no where, we work

People, Groups, and their Leaders Essay Example | Topics and Well Written Essays - 1500 words

People, Groups, and their Leaders - Essay Example Following Lamberton and Minor-Evans (2009, p. 179), group dynamics is the important aspect of development in every organization as it improves growth and productivity issues. Multi-skilling and task rotation can vary according to individual preferences and their current level of competence, allowing group members to find suitable niches. Perceptual barriers mean that all people see the world differently. In order to understand each other, employees should pay a special attention to individual differences and different communication strategies. Perceptual barriers lead to poor performance and lack of cooperation between employees and departments. In order to rely on internal flexibility to deal with personnel fluctuations due to absences or changing output requirements, adequate personnel resources and sufficient time for planning are needed in addition to a certain degree of multiskilling of group members. Then the group will be able to balance the variances on its own. Daft (2006, p. 81) admits that human relations aim to create trust and credibility among employees and motivate them. In this case, individualists view their team as an entity in and of itself rather than one that is connected to the external context and are therefore even less apt to use external sources of information to make corrections in their behavior and improve their performance. Particularly in individualistic cultures, team-based organizations need to have systems that help teams set realistic expectations. Similar ideas are explained by Topping (2002, p. 78) and Smith (1982, p. 51) who admit that positive human relations allow employees to stay motivated while at the same time remaining open to learning from feedback and mistakes. Doing so often requires extending team members' task skills. Task skills and effective performance is impossible without effective communication and positive climate. (Segriovanni and Glickman 2006, p. 52). Communication Pitfalls and Strategies for Success Segriovanni and Glickman (2006, p. 88) state that positive and friendly human relations can encourage sharing practices within and between organizations, observe and adapt to organizational environmental trends, and maintain awareness of cultural convergence. Elton Mayo underlines that HR professionals who can change their assumptions and are adept at modifying basic HR practices will be better poised to face future trends in the use of teams that are just on the horizon (Segriovanni and Glickman 200, p. 55). The effective communication is a critical tool for increasing employees' awareness of the value of their contribution to the organization's success and for creating a dialogue with their managers that can enhance the contributions that employees can make. Indeed, change and organizational transformation are unlikely to occur without new values being introduced into the performance management system. Dr. Irving Janis introduced such term as "groupthink". It means

Managing Conflict & the Negotiation Process Essay

Managing Conflict & the Negotiation Process - Essay Example In managing conflict, it is important to determine who are involved, what they think, andthe context or the environment of the conflict. One would best map out the conflict to determine its scope and all basic information so that one can match an effective response to it. Part of this is determining the options available and the costs and benefits accruing from them. Often, a great deal can be learned from similar experiences of the past which can also yield ideas about what things are likely to happen. Efforts must be made to look into who would be affected by the conflict especially those that are silent and have not yet become vocal. Disputes often times have histories which may explain the feelings of others on the issue. When people speak, they may be able to give hints on how the current situation can be resolved. At times, disputes may be related to others disputes and this deserves some attention as they may affect the outcome of the earlier conflict. As supposed survivors, we were faced with a common enemy [the possibility of not being able to survive] and so we were one. What each one of us were, was quickly forgotten as we had to be united to get us out of the problem. We had to work as a team and explore an uncharted territory. As time went on, thoughts were turned to our individual selves as dwindling supplies and security from the unknown stared us in the face. We had to think of strategies, yet have our personal needs met. In trying to communicate with each other, there was the trend wherein some members preferred to direct communication first to one's buddy in the group, then eventually to the emergent leader. In the process, the quiet one seemed not to be included with the team. Communication was bridged only with the emergent leader shifting back and forth between the non-talking parties. I can see that one needs to be alert, to be on top of their game, and agile enough to respond quickly and effectively to changes. Exercises like this can be very helpful for the mind. Where before, I had only myself to dictate how I moved, here, I was forced to act from a perspective wider and bigger than myself. It seemed that I had taken on a personality bigger than that of my old self. (2) Describe how the events that happened relate to our studies. I am amazed to see that the mix of different personalities and levels are counted critical to the success of the activity. First, we do not have the same experiences and the same capacity for understanding concepts involved in the exercise. Second, we didn't know each other that close until after the exercises. Third, we were forced to think quickly. A common problem bound us all: the need to survive. The mind maps had encouraged equal participation from each one of us. The game actually begins when we, as strangers, are left in a rough terrain. There is no opportunity for planning before the game begins. We scramble to gather whatever supplies we can grab. We trek across rugged terrain in search of a campsite. Exhausted, hungry and in the middle of no where, we work

Benefits of Open Source software when Essay Example | Topics and Well Written Essays - 250 words - 1

Benefits of Open Source software when - Essay Example Reliability: Open source software are considered to be reliable. This is attributed to the fact that they are peer reviewed software. The use of this software has proven to be robust and reliable under extreme strenuous conditions. Apache server, being one of the open source software, is more reliable as compared to Microsoft IIS. The data showing the comparison between the reliability of Apache, which is usually run on Linux operating system, and Microsoft IIS which is run on windows operating system is shown below Security: Open source software use is safe and secure. Considering the fact that the development of open source software involves a diverse community of programmers around the world who are working towards a common solution, the chances of security flaws being in the code are minimal and in case there are any, they are quickly fixed. The ultimate solution of any institution running online service is security. Open source software is suited in this setting since it’s more safe and secure as compared to the proprietary software. Low Initial Cost: The cost of acquiring and deploying open source software is low as compared to the closed source software (What are the risks and benefits of using open source software, 2010). Thus, it’s more advisable to use open source in institutions to minimize costs while at the same time maximizing output. The figure below shows the percentage savings on users running open source software. Fast Development Speed: Open source software undergoes agile software development process. Agile software development is known to fasten the software development process (Anon., n.d.). Also, considering that the community of open source software is huge, the development time of any given software is short. This increases the development speed as compared to closed source software. This is the case with apache server which is can be deployed quickly to serve various purposes. Interoperability: