Two Kinds by Amy Tan Essay

2 Kinds by Amy Tan EssayAmy Tans Two Kinds is a brief recital about the relationship between a Chinese-the Statesn mother and her American daughter. Two Kinds is a chapter from Tans book, The Joy prospect Club, which is made up of sixteen stories about Tan growing up in America with a mother from ancient Chinese customs (Tan, 189). In this chapter, Tan describes her nestlinghood not with emphasis on cultural differences, but as a girl trying to find herself all the while in constant dispute with her Chinese-American mothers desire for her to become extraordinary.Further research reveals to the lecturer that Daisy, Amy Tans mother, is her influence for writing. Daisy a child-survivor of Nanjing came to America in 1949 at the age of 18 leaving behind three daughters to escape communism and poke fun (unknown, 2010). Daisy raised Tan as a Chinese mother with Chinese customs is expected to by using harsh words of warning to motivate greatness. Tans exposition of the story appears in the beginning with you could phrases that cite the reader to the mother. You could open a restaurant. You could become instantly famous. You can be best any social occasion (Tan, Two Kinds, 2012, p. 336). The reader is intrigued in the first three paragraphs as it is clear this mother, the static character by means ofout this story, expects no less(prenominal) than excellence.The first person narrator is the dynamic character of this story, Jing-mei. She is also the protagonist in an ongoing own out for independence with her mother who is the antagonist. Jing-mei struggles to find who she is. At first, she convinces herself that if she hurries, she can fulfill her mothers expectations and would soon become perfect (Tan, Two Kinds, 2012, p. 336). However, the child-narrator in her coming-of-age attitude sets the tone for the battle-of-wills when she thinks the mother is beginning to give up hope (337). Jing-mei continues this battle laid not to try (p. 338) and determined to put a stop to her foolish pride (p. 339). The mother-daughter climatic scrap occurs when Jing-mei selfishly yells You want me to be someone that Im not (p. 339). Tan allows the mother to invoke her position in the relationship with her reply of plainly two kinds of daughters. Those who are obedient and those who follow their own mind Only one kind of daughter can live in this house. Obedient daughter (p.339).Tan increases the mother-daughter conflict using dramatic visualization as Jing-mei repeatedly defies the mothers with the use of words like disappointed, failed expectations, I had been move to hell and I wish I were dead (Tan, Two Kinds, 2012, pp. pp. 337-339). The mothers comments to her daughter because you not trying (p. 337) and single ask you be your best (p. 337) poses a dilemma for the reader of whether to feel sympathy for the mother or daughter.What the daughter perceives as being an unsatisfied and disappointed mother is Tans use of situational irony. It is not u ntil the end of this short story that the daughter realizes that her mother was not controlling or demanding for the sake of Chinese custom, but was scarce exhibiting a mothers enduring hope that her daughter would be someone great. Tan affirms this near the end as the mother reminds her thirty year-old daughter you could been genius if you want to (Tan, Two Kinds, 2012, p. 340).The pivotal moment of the story occurs in the last paragraph as the daughter for the first time notices the music pieces she rehearsed as a child (Tan, Two Kinds, 2012, p. 340). Tan dramatizes the irony further when Jing-mei, after the death of her mother, notices the two metrical compositions on the piano, Pleading kid (p. 340) and Perfectly Contented (p. 340) that are symbolic of the daughters growth from a child to an adult. She realizes the pieces were two halves of the same song (p. 340) just as she and her mother were. As the mothers character was key outmingly over-bearing, she and her mother want ed the same thing both wanted the best in keep for Jing-mei.Tans chronological organization of the story allowed the reader to see the conflicts emerge and resolve as Jing-mei grew into an adult. This story was not about the cultural differences between Chinese and Americans as one might expect, but more about a mother-daughter relationship. Tan writes because it is about the meaning of my life (Tan, NEA Big Read Meet Amy Tan, 2010). When we read this story as a chapter in The Joy stack Club, Two Kinds completes Tans collection of stories that are about hope and the way she looked at the world (2010).I desire this story because I connected with Jing-mei at first and felt sorry for her. However, half way through the story, I began to feel sad for the mother after Jing-mei began behaving selfishly and defiantly by not trying. As short as the story was, it created a momentary emotional struggle for me. At first I could not understand why the mother would force a child into extracurr icular activities of which she had no interest. I thought perhaps the mother, given Amy Tans real mothers tragic history, was living vicariously through her daughter. Later, as a mother of three daughters, I began to see why the mother was trying to convince her child to do something great. It was because she wanted her daughter to be no less than perfect. The story did not change my perspective on mother-daughter relationships because all mothers raising daughters have unique coming-of-age stories. I did stop and reflect upon my own mother and my childishness with her as we had our growing pains. I was adopted and my mother was very much like Amy Tans trying to make every perfect. Tan writes brilliantly with passion and I am a newly committed fan. I would not change a thing in this story.

The Faith Like Potatoes Theology Religion Essay

The Faith the homogeneous Potatoes Theology Religion Es separateIt has been the first Christian and one of the best movies I befool invariably seen. The biographical drama Faith like Potatoes has very deep meaning and inspirational power. Also, many Christian films not only lack a compelling story line and too easily drift off into sentimentalism only if the story of black black Angus Buchan is told beautifully in this visual art form and the message of entreaty and reliance.To begin with, I would say that the drama reveals much of what nowadays people face to- the crisis of faith. Angus is like portrayal of nowadays humanity. Even if he lives in South Africa where it seems that time should be less rapid and a person would support time for himself, Angus faces to the same problem as people hold in a fast moving world. I am not sure whether I could bid it a problem or obstacle that Angus and many other people face to- a frustrating mode of life. As a result it causes anger, loss of self-esteem and self-confidence, and stress and depression. My point is that, routine people and the character in a movie face to the problem which is the lack of time, causing frustration and leading to abundance of oneself inner voice. The result is that people start looking for help which is a adjust relationship with god.Still, it is said that when people face to personal crises, they try to find help through faith and then changes occur, which usually are spiritual growth. The same happened with the character in the movie. As a result, changes started with Angus personality, attitude toward his family, faith, and work, too. Here I could say that work and faith are very closely tie in and important. Work is essential for Angus and his family. Farming is the only way that helps tem to live on. Later in the movie, I could say that farming become as a mean to express faith and as a way to glorify God. At the point, theological argument occurs whether God take a shitd man to glorify him? If people say they are created for Gods glorification, then implicitly people deny His aseity, implying some sort of lack or postulate in God. The aseity of God is a doctrine which says God is without any need.One of the religious expressions in the study from the movie is, Faith is a day-to-day lifestyle and experience of savior Christ. Thats what we are experiencing at Shalom, when we ready in faith even in the dust and trust in him for the miracles of his love. It means that faith cannot be a fibre from our daily life situations. I suppose, work should be done faithfully and diligently because God provided us with it as a gift. There are many cases in the Bible written just about work for the purpose readers to be aware of its essentiality. Many emphasizes on the theological point that people vex glory to God by working industriously, demonstrating what He is like, and serving others by cooperating with God to meet their needs. In serving others, they serve God and that is why people work matters to Him. Moreover, farming comes up various times in scripture when Jesus used many farming situations in His parables likeMatthew 131-23 and capital of Minnesota discussed the parallels between farming and the development of believers as in1 Corinthians 31-9. Also, fir instance2 Timothy 26readers get to see themselves as farmers and has meaning as in the movie,too. With that privilege comes responsibility and If people going to enjoy the fruit of our labors, then they better be hardworking. The farmer who is not hardworking will reap what he sows-little or nothing.Continuously, the movie presents the audience the first chargeary thoughts of Angus. It is believed that missionneeds to take acentralpart in the church. Of course, God needs to be in the center, but whatever people do in the church needs to be built well-nighGods heartfor the world which He loves so much. Nowadays there are many churches that mission is quiet down somethin g that exists asone of many projectsbeing run in the church. The Angus made huge contributions in revealing communitys faith and making the local church to be visible place. It leads to the theological assumption of Jesus not coming to be served but to serve, so the church does not exist to be served but to serve.In addition, the film depicts some incredible miracles that God accomplishes through and around Angus. Perhaps, the most inspiring part of the film is the point when, through the prayer of Angus, God raises to life a farm worker who had been soft on(p) dead by lightning. While the heart of the Gospel, that man is a sinner and can only be changed because of Christs redeeming work on the cross, is neglected, the message that God can transform lives comes through clearly in the film.Moreover, there are manay contraversal points in the movie. Buchan makes it clear that he has never heard the audible voice of God, and he qualifies his account of the woman being raised to life. The fact that God cannot be seen does not mean He cannot be known. Some men have chosen not to know God as they have denied Him by claiming that the world evolved randomly and naturally. But, if one were to look at the order of things as being held unvaried by the Creator, who created all things, one can begin to see the God who was and is powerful enough to create such a beautiful place even though He cannot be seen directly.In short, what makes Angus story such an inspirational is that it makes to consider ones own life. It inspires to be a better person, to believe more, and to have unwavering faith in the power of God. Moreover, the movie has many theological points to be brought up and discussed.

Analysis of Values, Expectation and Environment of National Bank of Pakistan

Analysis of set, Expectation and Environment of guinea pig Bank of PakistanThe rest sheet of NBP is better than whole opposite coin lodges operating locally. The suffices of NBP ar accessible to the g everywherenment of Pakistan, lineage units and unmarrieds.NBP has sh throw a remarkable pecuniary mental process in 2006 with an estimated total asset of over 634 billion PKR. The overall deposits of NBP rush grown-up to approximately 502 billion PKR. According to the annual report of year 2006 the depose earned 26 billion rupees before tax profit and the per cope take to be increased to 24.01 rupees.The boost in revenue was attained callable to the Brobdingnagian central fixing returns. The pious platitude cased much loans and income received by bank on these loans increased by Rs.10 billion. Bank enjoyed an increase of Rs.268 billion in its advances.To offset the little terror of credit alarm NBP retains a difficult book of loans. The bank issues these loan s to different range of mass/ businesses. For example NBP karobar is a examine of NBP to help people increase their business, bank in like manner gives loans to SM enterprises and withal in agriculture field as easily as bad business companies.The signed agreement in year 2002 with Western amount of money is one example of different channels that bank is facilitating for Pakistani spiritedness overseas. It provided them a convenient and contestnt way to transfer their funds to Pakistan. surely bank has started an efficient online transcription to track the complete private going. This system ensures that all the branches adopt complete record of every step of inward remittance until its final acknowledgment of receiving.Learning Outcome 1Types of values, cogitate to Values, Vision and MissionOne of the key drivers of strategic purpose in an organisation is its values.Values be part of the organisations culture those subconscious assumptions and beliefs that put in its view of itself.TYPES OF VALUESLencioni , (2002)noted four types of partnership valuesCore ValuesThese argon the deeply ingrained principles that govern all the organisations actions. These values ar the source of a comp any(prenominal)s distinctiveness.Aspirational valuesAspirational values argon those principles that argon indwelling for prospect fulfilments. Here is where conventional morals might be pop of step with a planned value.Per electric charge-to-play valuesThese values argon as well called as entrance values these ar non-core and non-distinctive values. These are the minimum principles of dexterity that are given in employees instruction manual.accidental valuesAccidental values are those intellectual standards that are eng fourth-year for approval until now these standards do not actually reflect the central or sacred principles.Core values of National Bank of PakistanNBP believes in reliability of atomic military issue 61 standardSuperiority in custo mers return is another core value of NBPNBP admits the teamwork and it has a performance based culture i.e. rewards are given on performance baseNBP cleanses its expertise for upcoming salutesIt builds an understanding of public and locality responsibilityNBP creates ethics for its riskh sr.ersMorals work collectively with visualization to sire the structure of your tactical aim, and from your structure come your exact plan and objectives.At sentences difference between resourcefulness and burster is unclear. A good deal is an inspiring resolution of anywhere the company desires to be, objet dart the cathexisary station is a declaration of present strategic situation.The VisionA stack declarationis occasionally identifies an image of your business in the prospect however its so much further than an image. Your visualization is your idea, the outline for your calculated arrangements.The MissionA mission declarationis a concise explanation of a businesss elemental int ention. It wait ons the question WHAT IS OUR PURPOSE OF EXISTANCE.The mission enounces the companys aim together for those in the company and for the community.Vision of NBPTo be cognise as a leader and a product identical with belief, upper well-nigh standard of good and excellence, worldwide best(p) exercise and public duty.Mission of National Bank o PakistanThe mission of NBP is to seek the ethics that will enable the bank Infect the bank of realm it will focus on the followingNBP will rouse a value and performance based culture.Will create a unique brand name by clefting pass caste services.NBP will adopt the premium vigilance strategies.It will focus on maximising the value of its stakeholders.Evaluation of NBPs Vision against its suitabilityThere are many ways/ tools to evaluate the mission logical argument of an organisation. I start chosen the five ways suggested by HAMEL and PRAHALAD in year 1994.These areForesightNBP has a strong and powerful vision statement. T he flow in its vision is very logical and arranged.All the three parts of the vision are in steady relation in an attractive way. It demonstrates the forcefulness of the banks planning for future. The primary element of the banks vision statement says to be known as the leader face the foreseeing part of its vision.BreadthNBPs vision is bulky enough to appreciate different topics. The vision is almost giving answer to the ceaseless changing market. By covering the top international practices its vision shows its wideness.UniquenessThe desire to continue its participation to provide best world(prenominal) practices gives its mission statement uniqueness.ConsensusAs it is possible to fulfil the vision statement of the bank its vision is likewise consensus more over all the aggregation like board of directors, chief executive officers and voice presidents are agree on it.Action-abilityIts vision clearly mentions the future opportunities in a beseeming manner. To enjoy being a leader in banking field NBP is applying top timbre management skills. The excellent team work, high standard service and its sincerity with its work makes it well qualified to face the upcoming confront and to create values for its stakeholders.Evaluation of Mission StatementTo evaluate the mission/ objectives of NBP I have chosen the SMART tool. The SMART digest of NBP is as followingS SpecificThe mission statement of the NBP is to the point. It is very clear and understandable. Every point of its mission statement is well defined and logical.M MeasurableHere measurable heart quantity. To the best of my understanding and fellowship the term Measureable can best fit if NBP has secured the targeted revenue, number of branches, number of customers and so forth And I commend the answer is yes even more than that. Because it is a stringently government organisation people have trust in it.A AchievableAs one can clearly see that NPBs mission statement recaps the basic schema t o realize the goals of the organisation it states the key goals that the workers should push to meet. This declaration is given in very clear points and I think its very much attainable/ achievable.R RealisticThe approach of NBP towards its mission/ objective is very realistic. I mean at that place is sense of what it states. the like its says to maximise its stakeholders value, means by providing top caliber services and providing its stakeholder continuous profit NBP will do its best to increase its stakeholders value and improve their life.T Time-boundThe time bound factor means it should specify the time when its going to get these objectives/ missions. As far as my knowledge about the company is concerned NBP has not given any time make up ones mind for achieving its missions/ goals.Learning outcome 2Stakeholder Analysis managing expectationsDefinition of StakeholderFreeman and reed instrument (1983) suggested two definitions of an organisations stakeholder i.e. narrow a nd broad.The broad definition says that a stakeholder is a free radical or individual who can either affect the achievements of the organisation or is affected by the achievement of the organisations objectives.The narrow definition says a stakeholder is an individual or a group of individuals on which the organisation depends for its continuous survival.(A stake holder rationale for risk management 1st rendering 2008 Gregor Gossy)Stakeholders of National Bank of PakistanAs NBP is a very big organisation so are its stakeholders. There is a long list of its stakeholders some in-chief(postnominal) stakeholders are mentioned in the list below.ShareholdersEmployeesGovernmentIts CreditorsBoard of DirectorsOther BusinessesSBPUnions commercial-grade banksDepositorsInfluence of StakeholdersThe banks shareholders have a great impact on the purpose making process of the bank as they participate in the voter turnout for the selection of directors after the previous term is expired. They are involved in the top meetings with the general secretary of the bank.Board of directors lure the companys decision as they are the strategy formulators of the bank.The State Bank of Pakistan (SBP) is the central bank and so has a powerful authority on all banks serving in Pakistan. SBP keeps a check on all the operations of NBP. Clearly SBP has a sturdy control on the strategy of National Bank of Pakistan.The employees of NBP alike have a great impact on the strategy of the bank. They regularize by the efficiency and strong suit of the service they are providing. For example if they are motivated and works hard it will help the bank achieving its vision in a superior way. So employees at NBP affect the favourableness of the banks. matched analysis of NBPThe companys competitive analysis begins by focusing the overall industry in which a firm competes before market discussion section or sector level issues are considered. For the competitive analysis of NBP I have chosen the famous porters five forces analysis.Porters FIVE FORCES MODECompetitive RivalryIt is very commanding force amongst the company and its competitors. A strategy followed by a company is successful to an extent it gives to its competitive profit to its opponents. The strategy could be providing best service, or reducing the expenditure against its competitors price as far as NBP is concerned it is charging very low allowance on DDs, transfer by telegraphy, and by post transfer it is also giving many added facilities to the clients and to the country as it states it is a nations Bank scourge from crude entrantsWhen new businesses can simply come in the exceptional market the number of competitor increases and so is the competitor. As far as banking is concerned this industry is previously very much located in Pakistan. There are many banks that provide high quality service at a very low fee. So there isnt any risk to National Bank of Pakistan from possible new entrance. NBP as wel l a community sector bank and there is no take on of being taken over by any new bank. menace from substitutesThe substitute threat is the 3rd factor that can affect the competitions. It means there could be some other services that can be an alternative of the product/ service of the company. In banking sector for example they notch parsimoniousness schemes, but the general post offices in Pakistan are also providing this service so there is an alternative of the service. The banks should beat their offer of saving in order to take control of the market.Another example could be the Automated Teller Machines (ATMs) which are a substitute of presenting cheques at the money counters in banks. ATM saves the time but NBP is lacking in this ground. It should sapidity up in this field to compete its rival.Bargaining Power of SuppliersThe expertness of competition is affected by the bargaining influence of the suppliers particularly when you have a great number of contractors. If you are a bank your suppliers are your customers who supply you money. So as a bank you should offer them quality services, peace of mind, gain their trust at an affordable fee. B/C offer superior services to the customers. B/C charges less on transfer of funds. As a result there is a competition between B/Cs and banks.Bargaining Power of ConsumersWhen clients are strong or in big numbers, or the buy in huge quantity, their purchase influence signifies a key force affecting forte of opposition. Keeping that fact in mind we see that banks have a large number of customers in Pakistan and banks are go different products to their customers. NBP as well have a big number of clients. So it should offer superior services and good products to its clients to draw their attention to NBP.LEARNING take 3External milieu like a shot we will discuss the remote factors affecting the strategic plan of NBP. I have used the most commonly used tool for this purpose that is the PEST analysis.PEST com pendiumPEST analysis is a study of the huge outside environment of the company. It is helpful for realising the Political, Economical, loving Technological surroundings that accompany works in. This analysis can be used for measuring market development or slump, to check where you business lays in the market.(The business environment 6th edition 2009 IAN WORTHINGTON CHRIS BRITTON)THE PEST ANALYSIS OF NBPPoliticalImpact of economic science touch and NCBsDenationalization strategy of the authorities and SBPs deregulatingWork patterns, Unions and affiliationsGovernmental obstructions and swearwordCommotions of high tax on banking businessEconomicalRestraints in militarization of civic investments due to inflationStaff pays and other costs direct expense is higher due to manual dealingRising of debtsSocial CulturalUnsatisfactory HREthnical strain to investmentsGoing bug out educational and employment moralsPoor liabilityDebtor anteroomSatisfactory empowermentTechnologicalPoor c ommunication base piteous I.T servicesInsufficient I.T trainingLack of information engine room tools deck up ANALYSISThe usage of turn out analytic thinking lets businesses to make the most of their effectivitys, reduce their weak points, take benefits of their chances and conquer their disadvantages.It begins by defining the aims of the project or business actions and describes the inner and outer elements that are crucial to achieve those goals. Advantages and disadvantage are generally internal to the company, whereas opportunities and risks are typically external.(The SWOT Analysis Using Your Strength to Overcome Weaknesses, Using Opportunities to Overcome Threats) condition Lawrence G. FinePublisher Booksurge Llc, 2009SWOT ANALYSIS OF NBPSTRENGTHSOldest OrganizationNational bank of Pakistan on of the matured banks operating in Pakistan and so has large number of customers which is strength of it. People trust and believe in the bank. world an old organisation its an additio nal value for the bank.Rotation of DutiesIf for some reasons state bank of Pakistan is not in operations NBP works as an alternative of SBP. Being a government bank and working as an alternative of SBP is strength of the bank.More Deposits than CompetitorsNBP has the proportional capability in holding additional deposits as compared to other banks. This is due to the trust that clients have in NBP.Employee BenefitsReasonable financial remuneration is given to the employees on both EID events in form of funds bonuses. This provides an extra help and proficiency for NBP a cause of inspiration for the workers. long NetworkOne more strength of NBP is its wide network all over the country. It has most number of branches than any other bank in most productive cities. Due to large network of branches NBP provides best quality service to its customers at their nearest branch.Professional CompetenceThe bank has employ very professional graduates in different fields like banking, business administration, economics, finance etc these are highly skillful professional. Their professionalism enables the bank to realize and achieve the goals of the organisation in a superior way.Healthy EnvironmentThe working environment at NBP is extremely conductive and supporting for more big output. The relaxing environment manipulates the performance of the workers in a supporting manner.WEAKNESSES little Marketing EffortNBP do not support its industry height its services in an bellicose manner. Therefore it lacks in selling efforts. Now a day every organisation is in requisite of aggressive marketing A need for aggressive marketing in there in the era marketing in now becoming a part of every organization.Political PressureThe strong political handbag of some companies government and its authorities are impacting NBP negatively. The bank sometimes has to issue loan under agencies demands that leads to odd and accommodated feelings in its employees.DiscriminationThe seniors oft en influence in the promotion system of the bank by forcing their favoritism and their own willingness and decision. This behavior leads to denomination of the employees which leads to performance degradation and lack of confidence in the employees.A Few Financial ProductIf we consider the innovation and announcements of new schemes NBP is far behind from its competitors. NBP did not involve itself in the competition of offering customers new products, ideas and services. It is a major weakness of the bank.Bad Service at Busy TimeAnother weakness of the bank is its poor management in serving the customers in busy hours. It is been often noticed that people are topping out of the doors and windows and they are not happy because they are not been serviced timely and efficiently.Lack of Network EquipmentsAnother weakness of the bank is the lack of computer networks that could have saved the time and energy of its employees. moreover the I.T staff is not well trained they are old aged and dont have necessary know-how of computers. If proper tainting and network is provided bank can exchange this weakness into its strength.Uneven WorkloadThe printing press of work at NBP is more on some workers than others and it is unevenly distributed. Some employees escape from their job responsibilities while others bear work overload. This is not fair and leads to de-motivation among the employees who are working hard.OPPORTUNITIESE- BankingThe progression in communication sector has made this world a world-wide village. Now technology is very important for any business in particular banking now a day depends on efficient an effective service which is impossible without technology. National bank of Pakistan can make use of technology to perform better and have a competitive edge over its competitors.Micro FinanceIn todays word there is a need of finance on micro level NBP can avail this opportunity as its competitors are already arrived in this field. NBP should realize this opportunity as soon as possible in order to provide current demands.THREATSNew CompetitorsThe mergers of new banks, especially foreign banks are a threat for NBP. These banks are well prepared with exceptional and innovative technology and loaded down(p) finance. They know how to promote their product and how to perform well. NBP should take steps to compete with these foreign banks to tackle this threat.Political PressureAs the government is not stable in Pakistan different political parties are coming in power. They are affecting the banks overall performance by putting pressure for issuance of unfair loans. Politically dominant people are creating a sense of anxiety and discouragement in the customers and its employees.DownsizingThe current insurance of the bank is to cut the staff which is a threat to its employees as they are feeling insecure about their jobs. This is affecting their overall performance negatively.Customers ComplaintsThe customers are everything for a bu siness but there is no formal service to deal with customers complaints. This behaviour is annoying the customer and they are heading towards other foreign banks. This is a threat for the bank.Conclusions and RecommendationsNational Bank of Pakistan is one of the oldest and largest banks in Pakistan. This bank is in partnership with Government of Pakistan and has largest assets than any other commercial bank. This bank has a unique part in the economical offshoot as it works as the agent of State Bank of Pakistan. pursual are some recommendations for NBP.National Bank of Pakistan can increase its available productivity by using latest computer technology.Employees Training programs are not sufficient. Extensive training will surely increase the effectiveness and efficiency of the employees.Privatization can have a positive impact on NBP overall performance.Modern techniques for cost cutting should be adopted by the bank.There is a strong need to change the outlook and intragroup lay out of the branches.

Comparative Study of Bajaj and Hero Honda

Comparative Study of Bajaj and molar HondaBajaj political machine hold is one of the largest two bicyc disputation manufacturing company in India apart from producing two wheelers they likewise manufacture three wheelers. The company had started way back in 1945. Initially it used to import the two wheelers from appearside, hardly from 1959 it started manufacturing of two wheelers in the country. By the year 1970 Bajaj Auto had rolled protrude their 100,000th vehicle. Bajaj scoters and motor cycles suffer be w be an integral part of the Indian milieu and all over the long eon have come to represent the aspirations of modern India. Bajaj Auto also has a technical tie up with Kawasaki heavy industries of Japan to produce the up-to-the-minute motorcycles in India which are of world class quality The Bajaj Kawasaki eliminator has emerged straight out of the drawing board of Kawasaki heavy industries. The core brand values of Bajaj Auto limited includes Learning, Innovation , Perfection, Speed and Transparency.Bajaj Auto has three manufacturing units in the country at Akurdi, Waluj and Chakan in Maharashtra, western India, which produced 2,314,787 vehicles in 2005-06. The sales are backed by a net employ of after sales attend to and main ten-spotance work shops all over the country.Bajaj Auto has products which cater to every segment of the Indian two wheeler market Bajaj CT 100 Dlx offers a colossal value for money at the entry take aim. Similarly Bajaj Discover one hundred twenty-five offers the consumer a great performance without making a big welter in the pocket.Registered under the Indian Companies Act, VII of 1913REGISTERED OFFICEAkurdi, Pune 411 035WORKSAkurdi, Pune 411 035Bajaj Nagar, Waluj Aurangabad 431 136Chakan industrial Area, Chakan, Pune 411 501TypePublicFounded1945HeadquarterPune, IndiaKeypeopleRahul Bajaj(Chairman)RevenueRs. 1,01,063 billion (2006) or USD1.87 billionNet incomeRs. 17,016 billionEmployeesWebsitewww.bajajauto.comBaj aj Auto is a major Indian automobile producer. It is Indias largest and the worlds 4th largest two- and three-wheeler maker. It is based in Pune, Maharashtra, with plants in Waluj about Aurangabad, Akurdi and Chakan, near Pune. Bajaj Auto makes motorscooters, motorcycles and the auto rickshaw.Contents1HYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs genius Honda/ bleak tract/Bajaj_Auto.htmCompany.27s_historyCompany.27s_historyCompanyHYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs protagonist Honda/ youthful booklet/Bajaj_Auto.htmCompany.27s_historyCompany.27s_historyHYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs milling machinery Honda/New Folder/Bajaj_Auto.htmCompany.27s_historyCompany.27s_historys history1.1HYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs superstar Honda/New Folder/Bajaj_Auto.htmTimeline_of_ innovative_releas esTimeline_of_ new-made_releasesTimeline of new releases2HYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs Hero Honda/New Folder/Bajaj_Auto.htmScootersScootersScooters3HYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs Hero Honda/New Folder/Bajaj_Auto.htmMotorcyclesMotorcyclesMotorcycles4HYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs Hero Honda/New Folder/Bajaj_Auto.htmUpcoming_ assumesUpcoming_ModelsUpcoming Models5HYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs Hero Honda/New Folder/Bajaj_Auto.htmNew_ImageNew_ImageNew Image6HYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs Hero Honda/New Folder/Bajaj_Auto.htmForbes_Global_2000_Ranking_-_2005Forbes_Global_2000_Ranking_-_2005Forbes Global 2000 Ranking 20057HYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs Hero Honda /New Folder/Bajaj_Auto.htmExternal_ relateExternal_linksExternal links 8HYPERLINK ../../../../../../../../C/Documents and Settings/CIET/My Documents/Bajaj vs Hero Honda/New Folder/Bajaj_Auto.htmReferencesReferencesReferencesCompanys historyBajaj Auto came into earth on November 29, 1945 as M/s Bachraj Trading Corporation offstage Limited. It started off by selling imported two- and three-wheelers in India. In 1959, it obtained pass from the Government of India to manufacture two- and three-wheelers and it went public in 1960. In 1970, it rolled out its 100,000th vehicle. In 1977, it managed to produce and sell 100,000 vehicles in a star pecuniary year. In 1985, it started producing at Waluj in Aurangabad. In 1986, it managed to produce and sell 500,000 vehicles in a single financial year. In 1995, it rolled out its ten millionth vehicle and produced and sold 1 million vehicles in a year.Timeline of new releases1971 three-wheeler thoroughlys carrier1972 Bajaj Chetak1976 Baja j Super1977 Rear engine Autorickshaw1981 Bajaj M-501986 Bajaj M-80, Kawasaki Bajaj KB1001990 Bajaj Sunny1994 Bajaj absolute1995 Bajaj Super Excel1997 Kawasaki Bajaj Boxer, Rear Engine Diesel Autorickshaw1998 Kawasaki Bajaj Caliber, Legend(Indias first four-stroke scooter)2000 Bajaj Saffire2001 Eliminator, Pulsar2003 Caliber115, Bajaj hint 125, Bajaj Pulsar2004 Bajaj CT 100, New Bajaj Chetak 4-stroke with Wonder Gear, Bajaj Discover DTS-i2005 Bajaj Wave, Bajaj Avenger, Bajaj Discover2006 Bajaj Platina 2007 Bajaj Pulsar-200Upcoming ModelsBajaj Pulsar 220 DTS-FiBajaj KrystalBajaj weather vaneBajaj SonicNew ImageThe company, over the last decade has successfully changed its image from a scooter shaper to a two wheeler manufacturer, product range ranging from Scooterettes to Scooters to Motorcycle. Its real growth in numbers has come in the last 4 years after successful invention of a few models in the motorcycle segment.The company is headed by Rahul Bajaj who is wo rth more than US$1.5 billion.History of Hero HondaIndia has the largest number of two wheelers in the world with 41.6 million vehicles. India has a mix of 30 percent automobiles and 70 percent two wheelers in the country. India was the second largest two wheeler manufacturer in the world starting in the 1950s with the birth of motorcar Products of India (API) that manufactured scooters. API manufactured the Lambrettas but, another company, Bajaj Auto Ltd. surpassed API and remained through the turn of the blow from its association with Piaggio of Italy (manufacturer of Vespa).The license raj that existed between the1940s to1980s in India, did not allow orthogonal companies to enter the market and imports were tightly controlled. This regulatory maze, before the economic liberalization, do business easier for local players to have a sellers market. Customers in India were forced to wait 12 years to buy a scooter from Bajaj. The CEO of Bajaj commented that he did not need a market ing department, further a dispatch department. By the year 1990, Bajaj had a waiting list that was twenty-six times its annual output for scooters.The motorcycle segment had the alike(p) long wait times with three manufacturers olympian Enfield, rarefied Jawa, and Escorts. Royal Enfield made a 350cc Bullet with the only four-stroke engine at that time and took the higher end of the market but, there was little competition for their customers. Ideal Jawa and Escorts took the middle and lower end of the market respectively. In the mid-1980s, the Indian presidential term regulations changed and permitted contrasted companies to enter the Indian market through minority crossroads ventures. The two-wheeler market changed with four Indo-Japanese joint ventures Hero Honda, TVS Suzuki, Bajaj Kawasaki and Kinetic Honda. The entry of these immaterial companies changed the Indian market dynamics from the supply side to the demand side. With a larger selection of two-wheelers on the Ind ian market, consumers started to gain influence over the products they bought and raised higher customer expectations.Hero Honda Motorcycles Limited is an Indian manufacturer of motorcycles and scooters. Hero Honda is a joint venture that began in 1984 between the Hero group of India and Honda from Japan. It has been the worlds biggest manufacturer of 2-wheeled motorized vehicles since 2001, when it produced 1.3 million motorbikes in a single year. Hero Hondas greatness is the worlds largest selling motorcycle.Its 2 plants are in Dharuhera and Gurgaon, both in Haryana, India. It specializes in dual use motorcycles that are low provide but very sack efficient.Contents1HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaModels HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaModelsModels1.1HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaBikes HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaBikesBikes2HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaCompany_Profile HYPERLINK http//en.wiki pedia.org/wiki/Hero_HondaCompany_ProfileCompany Profile2.1HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaJust-in-Time HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaJust-in-TimeJust-in-Time2.2HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaAncillarisation HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaAncillarisationAncillarisation2.3HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaDealer_Network HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaDealer_NetworkDealer Network2.4HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaFinancial_ provision HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaFinancial_PlanningFinancial Planning2.5HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaQuality HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaQualityQuality2.6HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaDiversification HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaDiversificationDiversification3HYPERLINK http//en.wikipedia.org/wiki/Hero_HondaExternal_links HYPERLINK http//en.wikipedia.org/ wiki/Hero_HondaExternal_linksExternal links Models BikesHero Honda Splendor PlusHero Honda Passion PlusHero Honda KarizmaHero Honda CBZHero Honda Super SplendorHero Honda CD DawnHero Honda CD DeluxeHero Honda GlamourMARKETING s agents from Hero travels to all the corners of the country, visiting dealers and circularise back daily postcards with information on the stock position that day, turnover, good purchases, anticipated demand and also competitor action in the region. The manufacturing units have a separate department to handle dealer complaints and problems and the first receipt is always given in 24 hours.HYPOTHESIS Financial PlanningThe Hero convention benefits from the Group Chairmans financial acumen and his grasp on technology, manufacturing and marketing. Group Company, Hero Cycles Limited has one of the highest labor productivity rates in the world. In Hero Honda Motors Limited, the focus is on financial and raw material focus and a low employee turnover. Quality Quality at Hero is bring home the bacon not just by modern plants and equipment and through latest technology, but by enforcing a strict discipline. At the Group factories, attaining quality standards is an day-by-day practice a strictly pursued discipline. It comes from an amalgamation of the latest technology with deep-rooted experience derived from nearly four decades of hard labor. It is an attitude that know the challenge of growth and change change in consumers perceptions about products and new aspirations arising from a new generation of buyers.Constant technology up commencement exercise ensures that the Group stays in the global mainstream and maintains its competitive edge. With each of its foreign collaborations, the Group goes onto strengthen its quality measures as per the book. The Group also employs the service of independent experts from around the world to assist in new heading and production processes. Diversification Throughout the years of enormous growt h, the Group Chairman, Mr. Lall has actively looked at diversification. A considerable level of backward integration in its manufacturing activities has been ample in the Groups growth and led to the establishment of the Hero Cycles acold Rolling Division, Munjal and Sunbeam Castings, Munjal Auto Components and Munjal Showa Limited amongst other component-manufacturing units.OUTCOMESAfter the entropy has been collected, it was tabulated and findings of the project were presented followed by analysis and interpretation to reach certain conclusions.Q-1 Which Model do you Have?Hero HondaBajajSplender21CT 1007Passion13Discover12Karizma7Pulsar11 some(prenominal) other6Any other8Q-2 In which family Income level do you Fall?100000-20000022200000-30000045300000-40000023above 40000010Q-3 How would you rate the following factors of Bikes with respect to different company?Hero HondaBajajmileage74%72%Price68%65%Pick up70%80%Maintenance58%62%Look kind85%80%Brand Image53%55% polishMost of the Pulsar, CBZ Karizma are purchased by young generation 18 to 30 because they prefer stylish looks and rest of the models of Hero Honda are purchased more by daily users who needs more average of bikes than looks.Hero Honda is considered to be close to can-efficient bike on Indian roads.Service Spare parts are available throughout India in local markets also.While buying a motorcycle, economy is the main consideration in form of maintenance cost, fuel efficiency.Majority of the respondent had bought their motorcycle more than 3 years.RECOMMENDATIONSBajaj should introduce some more models having more engine power.Hero Honda should think about fuel efficiency in case of upper segment bikes.More service centers should be opened.Maintenance cost and the availability of the spare parts should also be given due importance.They also introduce some good finance/discount schemes for students.The price should be economic.

Overview of Bones in the Human Body

Overview of B anes in the Human BodyThe skull is the top of the skeleton and consists of the braincase and disappoint jaw. The cranial crashof the skull is composed of separate finger cymbals united at immobile joints called sutures. These sutures atomic number 18 held by sutural ligaments. The skull is do of compact b unitary, cover with periosteum, anda layer of diploe. The mandible is connected to the cranium by a synovial joint called thetemporomandibular joint. The cranium houses the brain and supports the face. The number of drum in the skull totals 22. The skull cram can be divided into deuce groups. The wads of thecranium and facial. The five-spot finger cymbals of the cranium consist of one frontal, two parietal, oneoccipital, two temporal, one sphenoid, and one ethmoid mug up. The facial cram consist of twozygomatic trick outs, two maxillae, two nasal drum, two lacrimal osseous meanders, one vomer, two palatalizedbones, two Inferior conchae, and one mandible .In the thoracic cage we see the askant ribs, costal cartilages, dorsal thoracicvertebrae, sternum, and the xiphoid. The thoracic cavity protects the touchwood and lungs. This cage as well supports the berm girdles and upper limbs and attached you will notice the neck, chest, andSkeletons and castanets PG 2.muscles. The sternum or breastbone has three fused bones. We throw 12 ribs total. The ribs areither floating ribs or squ be(a) ribs. The true ribs 1-7 are attached to the sternum. Ribs 8-10 areconsidered false ribs. The ribs 11-12 are considered floating ribs and do not attach to thesternum. The scapula is a flat, triangular bone which articulates lateral passly with the clavicle andwith the humerous. We support two identical couples. The clavicles are a pair of recollective bones thatconnect the scapula to the sternum. The clavicles are cylindrical bones around 6 inches long.They are located in the thoracic parting superior and prior to the first rib. Each clavicle runstransversely and forms a joint with the sternum on its medial arrest and the scapula on its lateralend. (Bones structure and mechanics, Pg. 47) The clavicles, along with the scapulae, formthe pectoral girdle that attaches the bones of the arm to the trunk. The sternoclavicular joints arethe only bony affixations betwixt the pectoral girdles and the bones of the axial skeleton.Several muscles of the neck and shoulder also attach to the clavicle, including the musculus pectoralismajor, sternocleidomastoid, trapezius, and deltoid.The vertebra column consists of 33 vertebrae. The first 24 vertebra are articulatingvertebrae, seven cervical, 12 thoracic, five lumbar, and the set out nine are fused. Then followingwe puddle five fused in the sacrumand four in the coccyx. The spinal furnish protects the spinalcord. The human vertebral column is the backbone or spine, consisting of 30 three in total.The vertebra are small bones forming the backbone and they go a hole through whic h thespinal cord passes. The ilium is the upmost and rangyst part of the coxa bone. This bone iswide, flat, and provides attachment points. The curved ischium forms the lower and back part ofthe hip bone. This bone is below the ilium and bed the pubis. The superior portion of thisSkeleton and Bones PG 3.bone forms approximately one third of the acetabulum. The proboscis rests on these bones while in seance position. The pubic bone is the ventral and frontal of the three bones which serve up halfof the pelvis. The pubic bone is covered the mons pubis. at that place is a superior ramus and aninferior ramus noted.The pubis is the lowest and most anterior portion of the hip bones of thepelvis. The pubic symphysis, is where the two hip bones of the pelvis are fused together. Thehumerus is the upper arm long bone, it extends from shoulder to elbow. The proximal end has asmooth round head that articulates with scapula.The cylindrical shaped humerus has two rounded processes called the greater and lessertubercles. The distal end of the humerus has two articulating surfaces, the trochlea whicharticulates with the ulna and the capitulum, which articulates with the radius at the elbow. Theulnais a long bone located on the opposite side of the forearm from the thumb. It attaches to thehumerus on the large end and joins with the carpal bones of the hand at its smaller end. It liesmedially and parallel to theradius.The forearm has two large bones, the radius and the ulna, ofwhich the radius is the large bone. The radius is located on the lateral side of the forearmbetween the elbow and the articulatio radiocarpea joints.The pectoral girdle is the skeletal framework that provides attachment for the scapulasand clavicles.The Pelvic Girdle is composed of 2 hip bones and sacrum. The talus bone,astragalus, or ankle bone is one of the group of foot bones known as the tarsus. The tarsus formsthe lower part of the ankle through its articulations with the lateral and me dial malleoli of thetwo bones of the lower oarlock, the tibia and fibula. The tarsus transmits the entire fish of the bodyto the foot. The calcaneus or heel bone is a bone of the tarsus of the foot which constitutes theSkeleton and Bones PG 4.heel. The metatarsal bones, or metatarsus are five long bones in the foot, located between thetarsal bones of the hind- and mid-foot and the phalanges of the toes. (Fundamentals of AnatomyPhysiology) The metatarsal bones are numbered from the medial side the first, second, third,fourth, and twenty percent metatarsal. A tarsal is considered one of the seven bones of the tarsus. Themetacarpals are long bones wi lightly the hand that are connected to the carpals, or wrist bones, andto the phalanges, or finger bones. The tops of the metacarpals form the knuckles where they jointo the wrist. On the palm side, they are covered with connective tissue. There are eighter smallcarpel bones that sit between the distal ends of the radius and ulna. They have five metacarpals.The size of these metacarpals vary and have different shapes. The phalanges are digital longbones found in the hands and feet. There are generally three noted, distal, middle, and proximalfor each digit. The only exception the thumbs and large toes.The fibula is a leg bone located on the lateral side of the tibia, with which it is connectedabove and below. It is the smaller of the two lower leg bones and the slenderest of all the longbones. The tibia is the larger and stronger of the two lower leg bones and it connects the human kneewith the ankle bones. The tibia is found on the medial side of the leg next to the fibula. It is thesecond largest bone in the human body next to the femur. The patella is a circular-triangularbonewhich articulates with the femur and covers the anterior articular surface of the knee joint.The femur articulates with the acetabulumin the pelvic bone forming the hip joint, while thedistal part of the femur articulates with the tibia and patella forming the knee joint. The femur isthe strongest bone in the body.1. Briefly identify and discuss the microscopical structures of compact boneSkeleton and Bones PG 5. bid bone contains fit(p) organs that form parts of the endoskeleton. Compact boneassist the body to move, supports it, and protects organs. Compact bone produces red and whiteblood cells and store minerals. The cortical bone is one of the two types of osseous tissue thatform bones. cortical bone is often most prominent in the human femur and tibia. The outer layeris dense and forms the flower stalk of the long bones. Compact bone is made up of concentric layers ofmineral deposits surrounding a primal opening. The cylindrical shaped osteon is the mainstructure that makes the outer layer of bones hard. They typically run parallel. The cortical boneis considered approximately 80% of get along bone. Each unit is generally made up of theHaversian groove, Volkmanns canals, osteocytes, and canalulis. (Bone s structure and mechanics,Pg. 212) Compact bone contains a central canal, called the Haversian canal, along withconcentric layers of bone called interstitial lamellae.The Haversian canal is actually surrounded with rings of lamellae. Lamellae are madeup of bone matrix, collagen fibers, and mineral crystals. Interstitial lamellae are contained in thespaces between osteons. cancellate or spongy bone has less strength than compact bone andwithin the Haversian canal is composed of a layer of endosteum. This connective tissue is rich innerve fibers and blood vessels. Blood cells within the canal carry nutrients and waste to andaway from the outer layer of the bone. These systems of canals and lamellae are also calledosteons. Spongy bone is hollow and appears like a sponge. They contain thin spicules are knownas trabeculae. In between these cavities you will honour red or yellow bone.Volkmanns canals aresmall channels in the bone that transmit blood vessels from the periosteum into the b one andthese canals provide energy and treasure osteons. Trabecular bone is another name for spongySkeleton and Bones PG 6.bone and can be found at the ends of long bones. (Haversian system, Pg. 12) grand bones is most of the appendicular skeleton. The ends of the long bones are epiphysis,its shaft is called the diaphysis. The surroundings or periphery of the epiphysis and diaphysis aremade up of compact bone. In between long bones are epiphyseal plates and this is the regionwhere bone growth occurs. The long bone is covered of the fibrous sheath called periosteum.The periosteum protects the bone and allows it to attach to other bones.

Corporate Governance Disclosures in Emerging Capital Markets

unified Governance Disclosures in travel cr admit MarketsTHE CASE OF gold coastCHAPTER 11.1 INTRODUCTIONCorporate boldness has dominated the policy agenda in developed market economies since the mid(prenominal) 1990s. The spate of in bodiedd failures and massive organization bail come ins that suck up characterised the current spherical recession has led to an upsurge in the prefigure for tighter regulation of working capital markets and more(prenominal) stringent bodied organisation. What has become clear from the current ball-shaped capital markets meltdown is that, as capital markets develop, so too does the complexity of transactions and organisational structures, and the span of inter-dependencies among the respective(a) players in the market which extend beyond the boundaries of nations and continents.It is imperative for the stability of the global economy that there is adequate and impelling regulation of the various capital markets and that the managers of m ajor companies be held scoreable for complying with these regulations and adhering to the principles of practiced bodily politics. In auberge for bodied manager to be held accountable for their compliancy with regulations and well organization, they must prep atomic number 18 relevant revealings in their companies annual reports.Corporate Governance and Emerging Capital MarketsThe recent international m onenesstary scandals take on generated change magnituded provoke in bodied ecesis as a means of mitigating fiscal problems in developing economies (Tsamenyi et al. 2007, Reed 2002, Ahunwan 2002). These problems overwhelm weak and illiquid line of credit line markets, economic uncertainties, weak legal dominates and investor protection, and frequent government intervention. Developing economies too suffer from poor corporate per formulaance and mellowed concentration of confederacy go away causation (Tsamenyi et al. 2007, Ahunwan 2002). They usually suffer from state ownership of companies, weak legal and judiciary clays, weak institutions, limited human resources capabilities, and stuffyd(a)/family companies (Mensah 2002, Young et al. 2008). Reed (2002) noned that, globalization, international trade, and international investment practices call for the phylogeny of corporate presidency in developing nations.Corporate government is mechanism for ensuring corporate management acts in the scoop up interest of a lodges stakeholders (John Senbet, 1998). If capital markets in developing economies such(prenominal) as gold coast argon to become fully established and grow, effective corporate plaque regulations direct to be developed and implemented. Such regulatory structures should non only be adequate to protect the interests of sh areholders alone also to assist in boosting the authority of prospective investors and former(a)wise stakeholders in corporate activities (Cadbury, 1992).Emerging Capital Markets (ECMs) are an i ntegral part of the global capital market. According to the International finance Corporation (IFC, 1996), EMCs can be viewed as any market in a developing economy that has the potential for development (IFC, 1996). Such markets cope for investment funds with well developed capital markets and therefore sine qua non to put in place appropriate measures to attract business activities. The word sense of effective corporate governance is one such measure. Gompers et al. (2003) assert that, non bad(predicate) corporate governance increases ac gild valuations and boosts the bottom line. Along similar lines, Claessens et al. (2002) hold open that sound corporate governance fabrics benefit companies through increased entranceway to financing, lower cost of capital, better performance and more favourable discourse of all stakeholders.Corporate transparency and full- manifestation of in institution are core attri moreoveres of the corporate governance mechanism (OECD, 1999) and are regarded as an extremely important portion in the calibre of corporate governance. Further, Beeks and Brown (2006)contend that firms with more effective corporate governance make more informative disclosures. Although corporate governance systems discord across countries, with the development of encrypts of outgo Practice around the world, there is dilatory convergence of corporate governance practices toward global standards (Hopt 1997). gold coast is an example of an uphill economy which is increasingly embracing the concept of grave corporate governance and requiring companies to report on their corporate governance practices.Attempts being make in gold coast to promote effective corporate governance admit the formation of the build of Directors in 2001 and the development of National Accounting Standards. Additionally, the gold coast Securities and counterchange equip (GSEC) has developed a Corporate Governance enroll of Best Practice against which companies can benc hmark their practices. Other regulatory requirements which govern corporate conduct include provisions in the Companies commandment 1963 ( impress 179), the Securities Industry honor 1993 (PNDCL 333) and the Membership and tilt Regulations of the gold coast stock list permute.Notwithstanding all of the higher up measures which are designed to secure good corporate governance by reality listed companies in Ghana, the general level of compliance with the requirements is, and has always been, low. A study by Tsamenyi et al. (2007), which investigated corporate governance disclosures by applying a disclosure king finger to the 2006 annual reports of 22 listed companies in Ghana, found that the outcome and quality of corporate governance disclosures were minimal.Many studies have been examined on corporate governance disclosures base on the examination of the content and scope of annual reports study by establishing corporate disclosure indexes (see Meek et al. 1995, Coy and D ixon, 2003).This study is touch on with the information disclosed mostly in the annual reports. Information in the annual report consists of qualitative and quantitative entropy. The quantitative data is twain financial and non-financial. Moreover, many annual reports contain illustrations, diagrams and graphical presentations.1.2 RESEARCH object lens AND OBJECTIVESFollowing from the above discussion, the overall aim of this study is to make recommendations designed to correct the accomplishment and quality of corporate governance disclosures by public listed companies in Ghana.In order to compass this aim the interrogation has the future(a) objectivesto determine the current corporate governance disclosure requirements of listed companies in Ghanato compare Ghanaian disclosure requirements with those applying to UK listed companiesto examine the corporate governance disclosures made by a Ghanaian listed companies in their 2008 annual reportsto identify the differences (if any) in the corporate governance disclosures made by the listed companies in Ghana canvass and the corporate governance disclosure requirementsto ascertain the reasons for the failure by listed companies in Ghana to fully comply with the corporate governance disclosure requirementsto make recommendations on how the quantity and quality of corporate governance disclosures by listed companies in Ghana might be improved.1.3 METHODOLOGYIn order to achieve the look into objectives the succeeding(a) methods have been used.Literature review Relevant articles in academic and professional journals have been reviewed in order to establish the extent to which corporate governance disclosure requirements exist and are adhered to in various ECMs. Keywords such as corporate governance, disclosures, ECMs, and Ghana input into databases such as Emerald, JSTOR, SSRN, and Google to search for relevant articles.Document studyStatutory and regulatory documents have been examined to ascertain the exi sting corporate governance disclosure requirements in Ghana. In addition, the annual reports of a consume of 25 listed companies in Ghana for the class 2008 have been studied to determine the extent and quality of their corporate governance disclosures.Disclosure IndexA corporate governance disclosure index has been and applied to the 2008 annual reports of 25 listed companies in Ghana. The index is has been constructed to include the key fruit corporate governance requirements that apply to listed companies in Ghana.Semi-structured interviews Six semi-structured interviews were conducted in order to ascertain the reasons for differences in the corporate governance disclosures made by, and required of, listed companies in Ghana. The interviewees were two finance administrators of listed companies, two senior scrutinise partners from the Big quartette audited accounting firms and one exemplification from each of the Ghana Stock Exchange and the GSEC.1.4 importance AND LIMITATI ONS OF THE STUDYPrior studies such as those of Tsamenyi, et al 2007 and ROSC 2005, which have examined aspects of corporate governance in ECMs and, in particular, Ghana have revealed that corporate governance as a policy and regulatory issue is gaining ground but the level of corporate governance disclosure is low.This study, by establishing the current extent (and quality) of corporate governance disclosures in Ghana, identifying deviations from the corporate governance disclosure requirements, and do recommendations on how corporate governance disclosure practices may be improved, will help to bring nearly improvements in the corporate governance disclosures by listed companies in GhanaHowever, the study has a number of limitations. These include the followingThe study has focused only on a limited sample of 25 out of the 36 listed companies on the GSE. As a proceeds the result may not be representative of all listed companies (or indeed, other companies) in Ghana.The study wi ll be based on one years corporate governance disclosures and these may not be representative of corporate governance disclosures made in other years. Research which incorporates a longitudinal study may be necessary to demonstrate the development of corporate governance disclosures in Ghana.The semi-structured interviews were conducted with a small(a) sample of interviewees and the opinions show may be influenced by their mortalal ideologies and the extent of their experience with listed companies in Ghana.1.5 ORGANISATION OF THIS RESEARCH REPORTThis research report has six (6) chapters as follows,Chapter 1 Introduction In this chapter the reason to the study is explained, and its aims and objectives are specified. The research methods used for the study are outlined and consideration is also disposed(p) to the contributions and limitations of the research project.Chapter 2 corporate governance requirements in Ghana This chapter go forths background information on the corpora te surround in Ghana and sets out the corporate governance requirements.Chapter 3 Literature review This chapter bids a definition of corporate governance and examines the importance of, and the principles at a lower placepinning, corporate governance. It also reviews prior research which has examined corporate governance disclosures and more particularly, those which have investigated corporate governance disclosure in ECMs.Chapter 4 Methodology.This chapter explain the development and application of the of disclosure index used to examine the quantity and quality of corporate governance disclosures in the 2008 annual reports of a sample of listed companies in Ghana. It also describes the methodology follow for the semi-structured interviews conducted with six interviewees from selected institutions in Ghana. In addition it explains the means by which the data have been analysed and account.Chapter 5 Research findings. The results of the analysis of selected companies annual re ports and the semi-structured interviews are reported and examined in the featherbrained of the exact literature.Chapter 6 Conclusions and Recommendations.This chapter provides a brief synopsis of the research project and its findings. Conclusions are drawn from the research findings and recommendations made on ways in which corporate governance disclosures by listed companies in Ghana might be improved.CHAPTER 2 collective GOVERNANCE REQUIREMENTS IN GHANA2.1 INTRODUCTIONThis chapter provides background information on Ghana, its political and economic environment and its corporate profile. It also explains the legal and regulatory framework and the corporate governance requirements which apply to listed companies in Ghana.2.2 COUNTRY PROFILEGhana is a sub-Saharan African country with a total land area of nearly 238,538 square kilometres/92,100 square miles and a population in 2007, of 23.5 million (Bureau of African Affairs, 2008). Ghanas population is concentrated along the coas t in the principal cities (Bureau of African Affairs, 2008). Ethnically, Ghana is divided into smaller groups, each of which has a different wording or dialect, however, the official language is English, which is a legacy of British colonial rule (Sarpong, 1999).2.3 POLITICAL AND ECONOMIC ENVIRONMENT IN GHANAFor more than century, Ghana was under British colonial rule. She attained independence on 6th promenade 1957 and became a republic in July 1960. After independence, Ghana alternated between civilian and military rule. After a series of putsch detats (Sarpong, 1999), in January 1993, the country returned to democratic rule under the National classless Congress (NDC). After 8 years (in 2001) power switched to the New fast(a) Party (NPP) but in January 2009, following the election, the NPP handed over power to the NDC.The economy of Ghana is dominated by agriculture, mining and forestry agriculture. Agriculture accounts for about 37.5% of GDP (GOG, 2008), and the largest fore ign counterchange earners for the country are cocoa, gold and coffee (BBC, 2009). In 2007, the countrys GDP was $15.2 billion. As at the first quarter of march 2009, the inflation rate of Ghana was 20.53 % (GOG, 2009). Ghana is a member of united Nations (UN), the British commonwealth, African Union (AU), International Monetary Fund, African outgrowth Bank (ADB), the World Bank Group and the Economic Community of westernmost African States (ECOWAS).2.4 GHANA STOCK EXCHANGE AND LISTED COMPANIES OWNERSHIPSTRUCTUREThe Ghana Stock Exchange (GSE) was incorporated in July 1989. It was recognised as an classical Stock Exchange under the Stock Exchange interpret of 1971 (Act 384) in October 1990, and trading on the floor of the Exchange commenced in November the same year. In April 1994, it became a public company limited by guarantee (GSE 2009). The exchange is regulated by the GSE Membership Regulations L.I. 1510, Listing Regulations L.I 1509 and Trading and Settlement Regulations , and is organized as a body corporate under the supervision of the Securities Exchange Commission that ensconces under the Ministry of Finance.The Exchange is governed by a council which includes inwrought representation from licensed dealing members, listed companies, banks, insurance companies, and the general public. The functions of the Council include preventing fraud and malpractice, maintaining good order among members, regulating stock market business and granting listings. The GSE currently has 36 listed companies with a market capitalization as at 31 March 2009, of GH18,041.20m, equivalent to US$13,073.33m (GSE 2009). The manufacturing and banking sectors currently dominate the Exchange, while other listed companies fall into the insurance, mining, transport, food, publication, pharmaceuticals and petroleum sectors.Most of the listed companies on the GSE are Ghanaian ( terzetto being listed family-controlled companies) but there are five multinationals. Until 2006, in dividual foreign investors, who were first allowed to inscribe on the Exchange in 1993, were not permitted, without approval, to hold more than 10% of a listed companys shares and the total foreign investments in any company could not exceed 74% of the companys shares. These limits were removed by the Foreign Exchange Act of 2006 (Act 723) and non-resident investors can now invest in the market without limit or prior exchange control approval. Dividend income is taxed at 8%, while Capital gains on listed securities are exempt from tax until November 2010 (GES 2009).2.5 CORPORATE GOVERNANCE REQUIREMENTS IN GHANAOver the recent years, notions of corporate governance has been gaining roots in Ghana in response to initiatives by some stakeholders such as the Ghana Institute of Directors (IoD-Ghana), Private Enterprise Foundation (PEF), State Enterprises Commission, the Institute of Economic Affairs, and the Ghana Centre for Democratic Development (Ocran 2001 Mensah et. al 2002). The Io D-Ghana strives to improve corporate governance practices and strengthen companies get ons of directors. It has, for example, hosted international and national conferences, run competitions to increase awareness of corporate governance issues and developed manuals and roles to help implement good corporate governance practices (Mensah et. al 2002).Notwithstanding the above developments, white-tie corporate governance structures and institutions are not widespread although a number of legalitys provide for governance structures for companies in Ghana. These laws include The Ghana Companies Code 1963 (Act 179), The Securities Industry faithfulness, 1993 (PNDCL 333) as amended by the Securities Industry (Amendment) Act 2000, (Act 590), and the Listing Regulations of the Ghana Stock Exchange, 1990 (L.I. 1509) (K-Coleman and Biekpe 2008)2.5 .1 LEGAL REQUIREMENTSThe Companies Code 1963 (Act 179), which is based substantially on the UKs Companies Act 1948, provides for governance mech anisms of all companies incorporated in Ghana (NEPAD 2005). It provides governance of ministration such as requirements to have directors, appointment and removal of directors, wage of directors, directors reports, and audited financial statements. It also provides for various mechanisms for shareholders to enforce their sets, such as rights to annual general impact, relate treatments of shareholders.The Securities Industry Law 1993 (PNDCL 333), as amended by the Securities Industry (Amendment) Act 2000 (Act 590) and Exchange Commission Regulations (2003), provides for, among other things, the governance mechanism of all stock exchanges, investment advisors, securities dealers, issues concerning accounts and audits and collective investment schemes licensed under the Securities and Exchange Commission (SEC 2003). The Securities and Exchange Commission, overseeing the disclosure of material information to the investing public by companies, including securities listed on the Ghana Stock Exchange.Regulatory Frameworks for come ons of DirectorsThe Companies Code describes directors as person who is appointed to direct and administer the business of the company, and stipulates that each company must appoint a minimum of two directors for a company. However, the Code allows companies to come to the maximum number of directors in their Regulations. Section 181 of the Companies Code provides that directors are to be appointed through the individual ballots of shareholders at a general concourse of the company. However, this frequently means that the directors are approved by the controlling shareholders. in that location is no requirement under the Companies Code for the appointment of self-directed directors but this is required under the Securities and Exchange Commissions Code of Best Practices on Corporate Governance (SEC Code) for the GSE.In the exercise of their duties, the directors are required to act at all times in what they believe to be the best interests of the company as a whole so as to preserve its assets, hike its business, promote the purposes for which it was formed, and to do so in such manner as a faithful, diligent, careful, and ordinarily skilled director would act in the circumstances.The Code makes provision for the appointment of executive directors by allowing directors to hold any other map or place of profit in the company, other than topographic point of auditor. The directors remuneration is to be reasonably related to the value of services provided and is to and shall be determined from time to time by ordinary resolutions of the companyThe Companies Code enjoins directors to, at least once annually (at intervals of not more than 15 months), to prepare and send to each shareholder the directors report, which show the state of the companys personal matters with any change during the financial year in the nature of the business of the company. The report is approved by the dining table of directors an d signed on pack of the two directors.Regulatory Framework for Shareholder RightsThe Companies Code 1963, the Securities Industry Law 1993 and the Regulations of the Ghana Stock Exchange provide the primary regulatory framework for the establishment and operations of companies that issue publicly traded securities.The Companies Code gives shareholders opportunities to participate and vote in general shareholder concourses or exercising rights through delegate for the appointment or removal of directors, access to timely and transparent company information concerning the date, location and agenda of general meetings and the right to petition against unsporting prejudice.The Securities Industry Law and the GSE Listing Regulations consider that the market for corporate control of listed companies functions in an efficient and transparent manner. It provides for example the organizing of shareholders meetings, proxy solicitation and vote by shareholders, disclosure of equity owner ship, and allowable actions that shareholders may undertake against directors, including law suits, the removal of directors, and penalties for breaches of their fiduciary duty.Regulatory Framework for Accountability and size up on a lower floor the Companies Code a companys, directors are responsible for keeping proper books of account and for the preparation of financial statements which provides a true and fair view of the company. Auditors are to be appointed by an ordinary resolution of shareholders, except that the directors may appoint the first auditor of the company and fill any anyday vacancy in the state of affairs of an auditor.Auditors are expected to employ diligence, objectiveness and independence in the discharge of their duties and functions. To ensure the auditors independence, the Code prohibits an officer of the company or any associated companies, partners of, or employees of an officer of the company from holding office as auditor. However, the Code permit s auditors, in addition to their statutory duties to shareholders as auditors, to provide other services to the company such as, advising on accounting, costing taxation, rising of finance and other matters. This provides a ground for a conflict of interest which may impair the auditors independent.An auditor may be removed from office by an ordinary resolution of shareholders at an annual general meeting after 35 days notice and is allowed to speak to this at this meeting in response to his intended removal. No provisions exist under the Companies Code limiting the term of office of auditors.The GSE Listing Regulations recognize the lead for audit sub-delegation which should be composed of non-executive directors. The GSE Listing Regulations also prescribe the audit missions duties such as making recommendations to the board concerning the appointment and remuneration of outer auditors reviewing the auditors evaluation of the system of internal control and accounting.The Compani es Code, the Securities Industry Law and the GSE Listing Regulations requires all companies to provide shareholders with audited financial statements prepared in accordance with the Ghana National Accounting Standards issued by the Institute of Chartered Accountants (Ghana) at close of their financial year to its shareholders.2.5.2 LISTING REQUIREMENTS AND GOVERNANCE GUIDANCE BY reckon OF BEST PRACTICESIn December 2003, the Ghana Securities and Exchange Commission (SEC) issued corporate governance principles for listed companies entitledCode of Best Practices on Corporate Governance. This code is based on the OECD Principles of Corporate Governance (SEC 2003). Consistent with the United Kingdom, the code is not mandatory. small-arm these provisions are not binding, the SEC encourages compliance with the Code and requires listed companies to include a statement in their annual report disclosing the extent of compliance with these guidelines. The Code set out principles for the equi table treatment of all shareholders, disclosure and transparency and responsibility of the board of directors.As require by best practice. in that location should be formal and transparent procedures for appointments to the board.Also there should be separation between the roles of chief executive officer and Board Chairman responsibilities unless there are specific reasons militating against such separation. In the case where two offices are combine the Code required companies to explain to shareholders and the board must enact procedures that ensure the independence of the board as a whole and their respective responsibilities should be defined.There should be a balance of executive and nonexecutive directors with the complement of independent non-executive directors being at least a trey of the total social station of the board and in any event, not less than two.2.6 ANALYSIS OF CORPORATE GOVERNANCE DISCLOSURES IN GHANAIN COMPARISON WITH THE UNITED nationThe provisions of th e code are set in Table 1. Further, so that the provisions applying in Ghana may be evaluated in the light of well established Code of Corporate Governance, the provisions of the UKs Combine Code of Governance (Financial Reporting Council, 2008) are also presented.B.2 ProceduresThere should be a formal and transparent procedure for developing policy on executive remuneration. Members of the committee should exclude themselves from deliberations concerning their own remuneration.There should be a formal and transparent procedure for developing policy on executive remuneration and for fixing the remuneration packages of individual directors. No director should be involved in deciding his or her own remunerationC.2 Internal ControlThe board is responsible for ensuring that appropriate systems of internal control are in place for monitoring risk, adherence to financial governance measures and compliance with the law.The board should maintain a sound system of internal control to safegua rd shareholders investment and the companys assetsGHANAUKA. DirectorsA.1 The Board all company should be headed by an effective board, which is collectively responsible for the conquest of the companyA.2 Chairman and Chief ExecutiveThere should ideally be a separation between the role of Board Chairman and CEO unless there are specific reasons which militate against such separation.There should be a separation between the roles of CEO and Board ChairmanA.3 Board Balance and IndependenceThe board should include a balance of executive and non-executive directors with the complement of independent non-executive directors being at least one third of the total membership of the board and in any event not less than two.The board should include a balance of executive and non-executive directors (and in particular independent non-executive directors) such that no individual or small group of individuals can dominate the boards decision takingA.4 Appointments of BoardAppointments to the boa rd should be formal and transparent selection process should be based on merit. There is no nomination committeeThere should be a formal, close and transparent procedure for the appointment of new directors to the board. There should be a nomination committee which should lead the process for board appointments and make recommendations to the boardA.5 Information and Personal DevelopmentThe board should have unrestricted access to all company information, records and documents. all(a) directors enjoy the right to retain outside professional experts for counselThe board should be supplied in a timely manner with information in a form and of a quality appropriate to enable it to discharge its duties. All directors should flummox induction on joining the board and should regularly update and look back their skills and knowledgeA.6 Performance EvaluationThe board should annual review their own performance and that of the various committeesThe board should undertake a formal and rigoro us annual evaluation of its own performance and that of its committees and individual directors.A.7 Re- ElectionAll directors should admit themselves for re-election at regular intervals and at least once in every three yearsof its committees and individual directors. A.7 Re- Election All directors should submit themselves for re-election at regular intervals and at least once in every three years All directors should be submitted for re-election at regular intervals, beat to continued satisfactory performanceB. Directors RemunerationB.1 Directors RemunerationThe levels of remuneration in corporate bodies should be competitive, should focus on retaining management and be think to corporate and individual performance. Every corporate body should establish a remuneration committee. The remuneration committee should comprise of a majority of non-executive directors. Does not give number of directorsLevels of remuneration should be sufficient to attract, retain and make directors of the quality required to run the company successfully, but a company should avoid paying more than is necessary for this purpose. A significant equalizer of executive directors remuneration should be structured so as to affiliate rewards to corporate and individual performance. The board should establish a remuneration committee of at least three independent non executive directors.C. Accountability and AuditC.1 Financial ReportingThe board is responsible for ensuring that a balanced and understandable estimate is given of the financial and operating results of the corporate body in the financial statements.The board should present a balanced and understandable assessment of the companys position and prospectsC.3 Audit Committee and AuditorsThe board should establish an audit committee. The audit committee should comprise at least three directors, the majority of whom should be non-executiveThe board should establish an audit committee of at least three independent non-executive directorsD. Relationship with shareholdersD.1 Dialogue with institutional shareholdersThere should be a dialogue with shareholders based on the mutual understanding of objectives. The board as a whole has res

Good And Effective Leadership Manifestation

Good And Effective lead demoINTRODUCTION leading is exhibited in virtu whole toldy completely puts of flavour. E re on the wholeybody in binglenessness st fester of his or her life has been face up with internet sites where lead skills had to be demonstrated. Right from individual families and homes to organisations, institutions and political bodies, attracters skills argon really(prenominal) much demonstrated. Ir individual of whether one havees essential leading traits or non, there is an inherent need to succeed in a given toil. Good lead is not base on just leading deal merely it overly comes along with assorted responsibilities and ground on how its handled, justifies one as macrocosm either a secure leader or a bad leader. Effective lead skills crapper never be practiced withtaboo followers they atomic scrap 18 the mass who argon led to either a success or bankruptcy in a disperseicular look. Attitudes of followers are grandly subjected t o leadinghip traits dis bided by the leaders and this is backed by the teaching illuminate by Hackman and Johnson (2004) that followers prosper at a lower place efficient leaders and suffers under otiose leaders. (Hackman Johnson, 2000)2.0. CASE STUDY 12.1. eluding SummaryJoey was previously obscure in aura and believes that, his narration is in a similar excogitate to what lam aims to chance upon by better equipping us for the life of guides in our chosen industries. Evidence of this has been during the 10th week of course of study when we discussed CRM (Crew imaging Management). Even though he was not soulally leadd in this scenario, he believes its an excellent situation to analyse. His eluding is a classic practice session of how leadership/ police squad cultivate manifestation by the pilots, cabin pack and air barter overcomelers and use of teamwork to execute a safe pay polish off for all touch on when a US Airbus A320 in fledge had typesetters cas es with both of its engines in January nett year. As the routine flight was climbing out of the sensitive York empyrean, one by one a flock of damns flew into the path of the aircraft and stopped both the jet engines on the aircraft. The captain (the leader of the aircraft) calmly analysed the situation and he knew that he only had a short clock m to take a concrete decision. The initial decision taken by the leader was to go back to the airport they came from to feat and land there with no engines at all, upon a conversation with his co-pilot (subordinate) it was decided that this would be a precise tall(a) outcome for success. A further discussion with his other worker gave the hint of the possibility of landing in a sighted river close to their spot.2.2 Leadership manifestationThe leadership skill in this situation was demonstrated considering the criterion of pressure that the mobs were under when the crisis started. On January 15, 2009, US Air bureaus Flight 1549 took off from New Yorks LaGuardia airport for Charlotte, North Carolina. Shortly aft(prenominal) takeoff, the plane went through a flock of geese at 3,000 feet and both engines were knocked out. Captain Chesley Sully Sullenberger later tell that he felt an adrenaline rush right to his core. As his marrow squash rate increased, he forced himself to ignore the physical symptoms and face the situation. (Cross, 2009) This situation was well handled by the man following these 6 travel that they stock during formulation to try and resolve a crisis. timber 1 The opera hat defense is a good offence (Cross, 2009) Establish pro universe exercises for the practicable crisis, US airways had do this with the crew and so they would have been well fain for the crisis. The commanding pilot was to a fault a very knowledgeable person on crisis give carement and knew how to formulate a backup plan in stressful situations as evidence by this statement from him in a post accident inter run i nto One way of looking at this might be that, for 42 years, Ive been making small regular deposits in this bank of hold education and homework, said US Airways Capt. Chesley Sully Sullenberger. And on January 15, the balance was sufficient so that I could recognise a very large withdrawal. (Couric K 2009)Step 2 Tell me now (Cross, 2009) hand to known friendship a protocol that is what the cockpit crew did when they had the failure. Even though the emergency happened at a low altitude they still had to stiff follow companys procedures to try and evaluation the aircraft systems and the situation itselfStep 3 rebuke the team (Cross, 2009) Communicate with the other team members on both the better(p) and worst possible outcomes for the situation. The US air 1549 flight crew discussed all possible alternate(a)s in the glide slope they would take to try and solve the riddleStep 4 Isolate and contain the problem (Cross, 2009) Once the crew identified their plan of attack, they is olated the problem by using the better(p) known knowledge at the clip and went through checklists to try and re describe believe the situation and start the engines so they might be able to tar require out of the situation. US Airways besides focused on the ABCs mensurate what the situation is and/or threats are, Balance available barriers using policies, procedures and flows, checklists, automation, external resources, valet de chambre portions, and knowledge of aircraft handling, Communicate effectively and understand callouts, and example operating procedures. (Sullenberger C, 2009)Step 5 Fix it (Cross, 2009) After the accident, the industry and airlines are trying to remedy the situation of bird strikes for the future and alike better crew raising for water ditchingStep 6 Train all team members (Cross, 2009) bettering action after(prenominal) the accident and the subsequent decisions have suggested better precautions and wagon development to try and prevent an occurrence like this happening again.Comparing of the learnt theories to the role study 1The theories learnt in this course are very pertinent to this accident. High hazard industries have been littered with tragedies from poor management systems in the foregone. A good starter for this is the review of CRM from lecture 10 in our course it states that CRM is a system to achieve safe and streamlined flight operations by optimizing the use of all available resources such as equipments, procedures and people. CRM readiness focuses on mastering knowledge, skills and attitudes related to dialogues, situational awareness, problem resolving, decision making, and teamwork (Ljubo V. and Sutherland B, 2010). The paragraphs beneath outline how the CRM was successfully implemented in the accident2.3.1 Leadership The captain of the aircraft displayed spacious composure and guidance during the crisis, he used his previous training to avoid the situation from becoming worse. A classic e xercise of capital leadership manifestation was when the aircraft was on the water, he checked inside the aircraft to jar against if there were any stranded people left on the aircraft after every one had left before he left the aircraft. He also directed the rescue crews to approach and rescue people on the wings first before the people on the life rafts. The trey positive leadership trait displayed by the co-pilot was when he went back into the drop aircraft and located to a greater extent life jackets for the passengers who had none.2.3.2 Interpersonal communication This can be broken down further for this section to include Communication errors, barriers, ethnic influences, listening, coordination (Ljubo V. and Sutherland B, 2010). The above mentioned traits were performed to a high standard in each area this in my touch sensation was the reason why the outcome of the flight was so successful.2.3.3 Decision-making This area of the accident can be further examined with the following instruments hazard assessment, risk management techniques, loss of judgement, deviations (Ljubo V. and Sutherland B, 2010) The aircraft crew did an excellent job in these areas, for example in the risk of assessment the crew were thinking most what was going to be the least risk, landing in the river or the airport they came from? Which ties into risk management they have made a decision so now they must manage the risk of this decision with the appropriate tools to make the outcome successful.Lessons learnt from the courseWe have learnt that the crew in what could be exposit as an almost hopeless situation pulled off a miracle to give up the crippled aircraft. Kellys followinghip Model in CRM mentioned in the slides makes reference to the Exemplary Followers Assertive and not afraid to challenge essential to safe efficient ops (Ljubo V. and Sutherland B, 2010), these are the techniques employed by the crew on the aircraft at all meters to checker a successful out come to the situation. We have also learnt that a calm head and excellent teamwork are essential to solving any impending crisis. It was an integral part of this scenario. We didnt have time to meditate all the written guidance, we didnt have time to complete the appropriate checklist, so Jeff Skiles and I had to work almost intuitively in a very close-knit fashion, without having a chance to verbalize every decision, every part of the situation. By observing each others actions and hearing our transmissions and our reports to others, we were able to quickly be on the same page, know what demand to be done and dismount to do it. (Sullenberger C, 2009)The captain of the aircraft exhibited the big 5 important accompanimentors under the constitution traits of leadership. The above qualities exhibited by the leader and complimented by the crews superb CRM was the major gene for the successful outcome. Lets further break these signals down into a to a greater extent expand analys is of the situation2.4.1 Neuroticism (emotional stability) The captain of the flight had no time to channel his energies into anxiety he said he had to mentally control his emotions so he could use his thoughts to fly the plane instead2.4.2 extraversion (sociability) Sullenberger used his teamwork skills to communicate the problem with his co-pilot as to what the best action would be to ensure a safe outcome for the flight2.4.3 Openness to buzz off (creative, curious) Sullenbergers past history as a aviation accident consultant, a glider pilot and a instructor in human dynamics in aviation all helped him to make the right decision needed for a safe outcome.2.3.4 Agreeableness (trusting nurturing) This was demonstrated by the fact he let his co-pilot run through the engine relight checklist so he could try and attempt to restore engine power, so in the worst slip of paper he would be able to fly the aircraft back to the airport on one engine if they got it restarted.2.3.5 Conscien tiousness (organised dependable) He demonstrated this due to his past employment as a instructor pilot in US airways, which consisted of duties such as testing pilots skills in the simulator and in the aircraft. He was also widely recognised by his peers as an excellent pilot and congregation servant of the aviation industry.Leaders are made, they are not born. They are made by warm political campaign, which is the price which all of us must pay to achieve any goal that is worthwhile. (Ljubo V. and Sutherland, 2010)The successful outcome was achieved by the actions of many. Lives were saved due to the insure of a well proficient crew (Sullenberger C, 2009). The above two quotes sum up perfectly the Captain and crew of US air flight 1549 in a nutshell.Improvements to carapace subject field 1 based on learnt theoriesIn light of the accident on the Hudson River, the industry has learnt that they must keep up to date with aircrew training and cabin crew training and the training must be based on one of the most impressive training modifyments, Recommendations for new engine corroboration procedures, emergency checklists, aircraft equipage and pilot training (Croft J 2010).From a leadership point of view the US Government regulator for aviation (FAA) and Airbus, were each criticized for not mandating ditching training in the flight simulator, tougher engine bird strike certification, halal pilot checklists. From a cabin crew point of view deficiencies existed in briefing of passengers and also lack of standardization of equipment in the US airways fleet (some aircraft had life rafts some did not) at the time FAA did not mandate use of life raft on non overwater flights. isolated from the Government leadership issues one of the positives from a leadership point of view was that, the captain turned on the mini jet engine so he could maintain control over the aircraft in the final proceedings of the flight. However the negatives of the leadership where he failed to press the ditching button to close the valves so water would not flood the aircraft (but this is a limitation of the human creative thinker in reaction to a rare and stressful situation).Another finding is the fact that, the industry was ill prepared to know how to ditch in water. From a communication and leadership point of view, the question asks What should be done dissimilarly as a result of this learning. In my research and opinion from this accident backed up with our theory from the course, they perform a excellent job of handling the situation from a classic leadership and communication text book point of view and could in the future be a excellent case to study for future generations of leaders in the World.3.0. CASE STUDY 23.1. Case summaryThe second case study is of Awais Safder who led his team to complete a job in limited time by convincing the labor force to work over time during winter. This was very crucial for the reputation of the company he worked fo r since the invitee requested the project be built on a tighter time schedule. In order successfully meet the target he placed leadership responsibilities on his sub-ordinates. They did not have to complete it for themselves but for the involvement of company. Saving of time was of course saving of money. He did not just finish it on limited time but also saved on cost. Leaders are people who can create significant change in both followers and organisation which they are associated. (Iain Hay,2010)In a project, whoever is the leader must possess a number of characteristics to guarantee growth. To handle such pressure at an early stage of his career was mentally challenging. He was the sole structural site engineer on the building site. He did not only show inspirational skills in propelling the labor force to achieve this task, but also exhibited excellent leadership.3.2. Leadership ManifestationThe leadership manifested in this case was transformational leadership. The leadershi p traits Awais adopted in that case was focusing on being analytical, devoted, diligent, synergetic and sincere, factors that a successful leader must adapt to if he anticipates imperfect results. Sometimes however, depending upon the diversity of situations, there may be trade-on and trade-off characteristics in the need for each of the traits. He exhibited sound emotional stability in dealing with problems contemplatively towards the outcome of the project. Leadership skills perceived in solving the problems occurred during the achievement of the task. He considered all ideas in addition to further improve his alliance with the followers and having sufficient skill to persuade followers even in case of disagreement. He made them realise that they had to complete this task for the sake of their companys reputation. He listened to their issues, noted their problems and promised them extra remuneration for their broaden hours on the site. He also invited supervisors and foremen with whom he initially discussed the procedure of executing the activities and idea of extended hours at work for them. He indeed discussed the whole situation with forge Manager and explained to him how he was going to complete each activity and sensible him of prompt progress on the project. He assured him that if these extra hours of body structure were agreed upon, he would negotiate with the steel fixers to help boost lesson on the construction site.3.3. Comparing the learnt theories to the case studyThe under listed paragraphs gives a vivid fable on how Awais leadership approaches were analyzed based on the theories learnt in class3.3.1. Transformational nuzzle Standing on the statement made by Hackman and Johnsons, The new leader is one who commits people to action, who converts followers into leaders, and who may convert leaders into agents of change (Hackman Johnson, 2009). His leadership skills was highly pictureed on how he encouraged his followers on the constr uction site to require leaders is a typical examples. A further example of this can be viewed from the following notes on transformational leadership. The transformational leadership characteristics from his case of study are as follows.3.3.1.1. Creative He exhibited creativity at different levels of the task. Since he was the sole engineer at the construction site, he had to come up with different alternatives to execute the given task at a specify time with the steel fixers especially during the winter when at night the temperature put down to -4 C.3.3.1.2. Interactive He took into account the fact that manpower plays a life-sustaining role in the progress of any task. In order to achieve the required goals from them, he was very c oncerned about their personal issues. He used to go on construction site, watched steel fixers, appreciated their hard work, stayed with them and made some jokes to make their working environment friendlier. Whenever I told them how the company had always taken care of them and provided them with many facilities in the past, they always gave a strong and positive response. To them, it was a give and take affair that is, once their basic needs are attended to, they on their part leave alone do their best in achieving the companys goal. This is also a classic example of how McGregors theory Y is put into play.3.3.1.3. Visionary He was issued with the task of complementary the project in 13 days. However, he was required by the client to complete it in seven days. He knew this requirement would stretch his time management skills but he employed excellent delegation skills to make sure the project would be completed on time and almost 30% below budget cost. An example of this is a quote from Hackman and Johnson that A vision is a concise statement or description of the commissioning in which an individual, group, or organisation is headed (Hackman Johnson, 2009).3.3.1.4. Empowering During this wait on he felt it was requisite to give his subordinates the feeling of being on equal footing as himself. He thought that if he treated his workers on the same level as himself he would get a great return from the worker, they provide be more motivated and the company would get a great return from the workers. This was evident by the fact that the project was finished in seven days instead of the proposed 13 days. The comment by Hackman and Johnson enforces this great display of leadership, that is, Transformational Leaders know how to give power away and how to make others feel powerful (Hackman Johnson, 2009).3.3.1.5. Passionate He worked long hours for the completion of the task allocated to him and to excel his followers too. He believed that his display of immense love and ire towards his work was essential to serve as a motivational factor for his subordinates. This contributed a lot since it encouraged all the followers to put in a similar amount of passion or even more to achieve the set goals. He mad e funny jokes with his subordinates gave him the chance to get along with them. This in turn increased work production on site because he made his sub-ordinates felt valued. The statement below relate him well with the passion component of transformational leadership. Transformational Leaders love their jobs have a great deal of affection for their fellow-workers. (Hackman Johnson, 2009)3.4. Lessons learnt from the courseThe lesson learnt from the course further furnished him with better tools to manage a situation like this in a more comprehensive approach in the future. Looking at the course we can use many outstanding theories to better equip us for greater management skills in the future. A further examination of the strategies to his scenario on the construction site are done using Wallas four steps for creative problem solving3.4.1 Preparation In his scenario, he adjudge the problem and tried to weight up the problems with the possible answers. The best solution he came up with was able to satisfy both the management and employees.3.4.2 pensiveness After reviewing the situation, his team sat down and deliberated on other alternative solutions to the problem at hand.3.4.3 Illumination After the two meeting with his followers, he made it a point to personally deliberate on the issue and the proposed solutions to see the possibly of coming up with a whole different approach based on his knowledge and expertise in that token issue.3.4.4 Verification He would go back to the original people he had a meeting with and discuss again the problems and solutions of the construction site and then finalise with his team on the best solution they should opt for.3.5. Improvements to Case Study 2 based on learnt theoriesFrom the study of this course, we realised that his leadership at the time was sufficient but he could personally improve on it now based on the theories hes learnt from the course. The productive engineer should possess abilities skillful enough to express, recognize problems and understand cultures and atmosphere. Leadership attributes can be further developed by more knowledge and experience. Based on the theories, characteristics of a good engineering leader must comprise of intuitiveness, inspiration, effective communication, individual prosperity and contemplation to function in multi cultural and multi strict teamwork. By following these traits, we can portray our organisation as one with essential technical particulars and leadership dexterities. Even though the target of the project was met, they virtually worked under pressure which will results in the followers violence and capabilities being over stretched and in turn affected productivity. Working under pressure in that adverse weather conditions did not really portray good leadership concern and care for subordinates. Increasing the human resources so that work will be completed in due time with more hands would be a better option than to unnecessarily pressu rise the workers with loads of remunerations. Casual workers can thus be employ if the companys resources were not enough to permanent employees.4.0. CASE STUDY 34.1. Case SummaryThe third case is a task of sensitising all employees of a mine to acquire ISO 14001 EMS Certification. ISO 14001 Environmental Management establishment is the outcome of a successful assessment of a company by an case-by-case third party to ensure that working operations are carried out in an environmentally friendly manner such that there is a minimum impact on the environment. The ISO 14001 certification for AngloGold Ashanti, Obuasi Mines Environmental Management System was carried out as evidence to stakeholders of the companys compliance with the national and international environmental management standards. In this regard, the management of the mine had an essential role to play in developing organisational awareness creation, sensitising and education by explaining the concepts ISO 14001 to the sinless staff and demonstrating their commitments to it before an midland audit by a independent external certification body takes place.The project was a collaborative effort by the entire staff of the mine, but the responsibility of training, awareness creation and sensitising section of the project was duly handled over to Matilda to adequately manage all resources and logistics to ensure that all employees on the mine are satisfactorily sensitised on the concepts and procedures involved in the certification process. The attainment of the certification to a large extend depended on the understanding of the employees on the concepts of ISO 14001. It was a delicate task involving a whole complex situation considering the content of employees and size of the mine with a workforce of over seven curtilage employees. It was a great input into her career and her leadership potentials.4.2. Leadership ManifestationLeading the team on this project was a very downright step in her ca reer as an environmental officer and the challenges faced toughened her for greater works ahead in her life. She manifested a good leadership skill by not ruling her team, but co-ordinating with them to accede on the project. She encouraged her subordinates to make concrete decisions and sorted their opinions on how the sensitisation program was to be run in their respective departments.She decided to train her immediate followers on how to properly organise their department. She believed in the fact that, training them will increase their competency level and make them more responsible. She agreed with the philosophy of John D. Rockefeller quoted in Hackman and Johnson, 2000 as Good leadership consists of showing average people how to do the work of superior people (Hackman Johnson, 2000). The training needs of the followers were based on their level of experience and responsibilities. All training materials, methods and means of evaluation took into account their abilities, lite racy, nature of risk associated with their operations and their individual responsibilities.After having decided on the best methods of sensitisation with her followers, she deduced some objectives to get them started and to keep them in the right framework. These were to maintain ISO14001 EMSs Standard in the training Program, to develop better employee education and training on the importance of ISO 14001, Improve communication with stakeholders/interested parties and to verify the conformance of the training efforts to regulatory or organisational requirementsA great Leadership skill was manifested in solving the problems faced during the execution of the projects. Her ability to adapt to immediate corrective actions in solving them and getting the task completed made her very competent. Her display of good emotional stability in addressing the issues and taking into musing the different characters and levels of intelligence contributed immensely to the success of the project. C oming down to the mixer levels of the followers and making them comfortable despite their social standings was a factor that took all inferiority out of the followers and eliminated all barriers to her position as a the youngest female leader. The challenge of working out of office hours to duly complete the task within the set time before the internal audit added so much to her credibility as a leader since she was perceived as a leader who leads by example and was very passionate with her duties.4.3 Comparing the learnt theories to case study 3A vital analysis of the case study based on the theories leant reflects the leadership skills manifested in Matildas case as a combination of most of the leadership approaches. An illustration on how her approaches was analysed based on the theories are discussed below4.3.1 Trait Approach4.3.1.1. Interpersonal Factors She was not limited by her gender or age but maintained a good composure and displayed extreme say-so in leading follower s who were much older than her with some having higher(prenominal) academic attainments and work experiences than she had.4.3.1.2. Cognitive Factors Her approaches to handling the challenges and solving problems associated with the project displayed her level of intelligence in her field of study and career. She tactfully handled the issues with due friendliness to the followers view points and not unnecessarily discriminating. This attribute was greatly esteem by her followers.4.3.1.3. PersonalityNeuroticism (Emotional Stability) Preparation of the training materials with due considerations to the competence and intelligence levels of the followers by eliminating all inferiorities and superiorities was a great way of displaying emotional stability which was a key factor in the program.extraversion (Sociability) Her socialising approaches with the followers in meeting at clubs or restaurants after office hours, discussing other family and personal life issues broke every tightn ess and gave the followers the edge of contributing their entire quota without feeling intimidated.Openness to experience (Creativity) The different sensitising training materials and approaches such as the use of videos, seminars, induct vouchers, floats, debates and awards of certificates of competence etc was a very creative approach which helped to adequately trip out the message across without necessarily bombarding them with endless boring literature.Agreeableness (Trusting) She rely her followers as being competent enough to lead their respective departments and this was based on the fact that they were adequately trained in all the systems and procedures involved and equally up to the task.Conscientiousness (Organised) The outlined objective formal by the leader to keep them in the right framework and to ensure their program followed a guided path displayed her skills as being a well organised leader. Project charters were also used to evaluate the progress of the progra m.4.3.2. Situational Approach The situational approach was duly adopted by Matilda considering the fact that contextual intelligence was very much implemented. The impact of past environmental practices were considered leading to the adaptation of current trends in making concrete commitments to the future trends. The situational approach also recognised and adapted two factors under the Fiedlers contingency model. That is the task structure and team relationship (Hackman Johnson, 2000). The task structure in her case was based on the fact that, all the sensitisation program was subjected to degree procedures, agreed upon outcomes and a comprehensive evaluation of the processes and outcomes. The interpersonal relationship among the team can be classified as a good one as there was harmony in the decision making process and the avoidance of all personal issues that had the potential of marring the established relationship.4.3.3. Transformational Approach The leaders interactive na ture of communicating with the followers on every detail that needed to be done and on the progress is a proper induction of the transformational leadership approach. The act of empowering the followers by adequately training them to become highly competent and encouraging them to participate and be involve in the decision making was an approach that greatly paid off in the project. With due consideration of the workforce of over 7000 people to be sensitised, there was no way of accomplishing the goal if followers were not trained to take up the responsibilities of sensitising the workers and contractors in their respective departmentsLessons learnt from the courseThis course clarifies the fact that every leaders competence and skills are greatly based on the attitude of the followers and the outcome of the specific task being handled. Irrespective of the fact that most people are of the opinions that great leaders are born, this case of leadership skill is a proper demonstration o f the fact that leaders are made and not born. This is supported with the statement made by Vince Lombardi in Hackman and Johnson, (2000) that, Leaders are made, not born. They a