Blood :: essays papers

Blood Enclosures of blood Shows are characterized into four sub-fields: disasters, comedies, melo-dramatizations, and parodies. Each sub-field has attributes, which makes it recognizable. It is entirely expected to discover any mix of the sub-fields inside a play. To group show one must glance at the more conspicuous topic. This paper is concentrating on the dramatization â€Å"Parentheses of blood†, by writer Sony Labou Tansi. Tansi was conceived in Congo in 1947. Of his fifteen plays most were distributed in French. In 1986 his work was dispatched for English interpretation. Tansi has survived Africas time of imperialism and the dictorial governments that followed. Congo was under French frontier rule through his juvenile years. It experienced times of military autocracy before democratization. Tansi was an individual from the restricting party in Congo and won himself a seat in the National get together in 1993, only two years before his demise. In the same way as other others in post-pioneer Africa, Tansi felt persecuted and untrusting of government, this is plainly apparent in â€Å"Parentheses of blood.† This play is an African Drama. Three-dimensional characters are normal in African shows, this is vital so as to make the dramatization authentic. Another topic of African plays is the nearness of a storteller. This is regular in light of the fact that numerous plays have been gone down through ages by word. A third distinctive element is a crowd of people that includes a functioning job inside the play. A last distinguishing source is the nearness of routine. The characters in Tansi’s play were verifiably three-dimensional. They all had particular characters and body, a fundamental for making the show convincing. In what manner can the nonattendance of the three outstanding components of African dramatization be clarified? Tansi’s work was done in the post-pioneer period. On account of French impact African routine turned out to be less noticeable. It was not completely cleared out, but since of French approach numerous once basic inborn melodies and move turned out to be less basic among Africans. Writing in a cutting edge period Tansi had no requirement for a narrator. This play is a portrayal of the way Tansi saw life in Africa from his own perspective. Tansi didn't decide to have a functioning crowd. Not every African dramatization had this trademark, yet this could be another result of the change to the post-present day writing of Africa.

Hire purchase contracts and Lease in business and how they work Essay

Recruit buy agreements and Lease in business and how they work - Essay Example The goal of this examination is an Accounting Standard as a rule that clarifies the bookkeeping structure, using it as the applied establishment for its work. The significant job of this Statement is to extend to theoretical contribution to the ASB's activity on the development and survey of bookkeeping norms. The examination comprises of different methods with respect to the â€Å"SSAP 21† (SSAP 21 Accounting for Leases and Hire Purchase Contracts 1997) and its ongoing correction. The point of money related reports is to offer data regarding the matter of the revealing entity’s financial execution and fiscal position which is useful to a huge scope of clients for assessing the stewardship of the entity’s association and framing monetary choices. â€Å"Financial explanations need to mirror the impacts of exchanges and different occasions on the revealing entity’s monetary execution and budgetary position. This includes a high level of grouping and collect ion. Request is forced on this procedure by indicating and characterizing the classes of itemsâ€the elementsâ€that exemplify the key parts of the impacts of those exchanges and other events†. A working lease is a rent that isn't a â€Å"finance lease†. Costs under a working lease are taken to the announcement of thorough pay on a straight-line premise more than the rent term, except if an extra systematic premise is increasingly reasonable. â€Å"SSAP 21; section 17 characterizes a money rent as ‘...a rent that moves generously all the dangers and prizes of responsibility for advantage for the lease’. SSAP 21 likewise characterizes a working lease as just ‘...a rent other than account lease’†... 8). Discoveries: The manner by which leases are right now separated and represented; as per SSAP 21 Accounting for recruit buy and rent understandings are managed in the arrangements offered in SSAP 21 ‘accounting for enlist buy and rents contracts’ and IAS 17 leases. In certain models, various rent dealings can shape division of a mind boggling agreement or which incorporate arrangements, alternatives and confirmations which could drop inside the extent of FRS 5 ‘reporting the matter of dealings’. It must be noted , that where such a rent drops under the scope of FRS 5 and SSAP 21, the measures containing increasingly specific arrangement will be important. Working and Finance Leases A working lease is a rent that isn't a â€Å"finance lease† (Finance Lease 2005). Costs under a working lease are taken to the announcement of complete pay on a straight-line premise more than the rent term, except if an extra orderly premise is increasingly appropriate. â€Å"SSAP 21; passage 17 characterizes a fund rent as ‘...a rent that moves considerably all the dangers and compensations of responsibility for advantage for the lease’. SSAP 21 additionally characterizes a working lease as basically ‘...a rent other than money lease’† (Financial Reporting 2011, para. 4). Regardless of whether a rent passes considerably all the prizes and dangers of ownership, it will for the most part be clear in the rent conditions. IAS 17 indicates the bearing concerning when generously all the prizes and dangers of ownership are passed to the resident: The â€Å"lease transfers† (Gupta 2010) ownership to the tenant toward the completion of the rent term. The rent tells about a decent arrangement buy decision toward the completion of the rent term. The rent term is for the primary division of the asset’s

Leadership vs. Management Understanding the Differences

Leadership vs. Management â€" Understanding the Differences “Management is efficiency in climbing the ladder of success; leadership determines whether the ladder is leaning against the right wall.” â€" Stephen CoveyOne of the major discussions in today’s world is centered on the correlation between management and leadership. There are people who talk about the two systems as interchangeable, while many believe the two are inherently different ways of operating.In this guide, we’ll explore the topic and outline some of the key differences between the two. We’ll look at the definitions and the qualities it takes to be a leader or a manager. We’ll then present you with the three key areas where the two diverge: outlining the mission, achieving objectives and taking risks, and treating the subordinates. THE DEFINITION OF MANAGEMENTTo understand the differences between leadership and management it’s essential to examine the definitions of the practices. The Oxford Dictionary defines management as, “the process of dealing with or controlling things or people”. The practice is generally linked with words such as directing, controlling, organizing and planning. The objective of management is to ensure the specific group of people moves in harmony towards the established goals. Under management, the goals are set out and the processes to achieve them are identified by the management. The goal is to achieve these objectives as efficiently as possible.In a Guardian article, John Kotter, professor of leadership at Harvard University, defined the essence of management as, “a set of processes that keep an organization functioning.” Management deals with many day-to-day activities that can even seem mundane. Management will be in charge of planning and researching objectives and proc esses; ensuring the right people are in the right positions; measuring and supervising the performance; and finding solutions when things go wrong. Management is also in charge of allocating the resources for completing the tasks between subordinates. The sources can range from financial to technological, for example. Management is a position of authority, in which the authority typically comes from the position. This could be due to the hierarchy or the seniority of the organizational structure. In essence, the management has subordinates who work for them and are expected to follow the management when it comes to completing the tasks.Management could also be viewed as a human action â€" a process of accomplishing a specific goal using any available resources. If thought in this way, management could also be about self-management. Overall, management is perfectly described by the graph below, which details the core aspects of management: planning, organizing, directing, and control ling. Sources: Boundless.comTHE DEFINITION OF LEADERSHIPWhat about leadership? The Oxford Dictionary defines leadership as, “the action of leading a group of people or an organization, or the ability to do this”. The definition already shows the major difference between management and leadership. While management talked about directing the process to achieve a goal, leadership is more interested in how to move a group of people towards a goal. In its essence, leadership is about influencing and motivating the specific group of people. The leader is concerned about supporting the team during the process and empowering the team, rather than simply supervising that everything is done as previously planned.John Kotter said in the Guardian interview that leadership is “about aligning people to the vision, that means buy-in and communication, motivation and inspiration”. Therefore, instead of focusing on the effectiveness of the processes used, leadership wants to focus on the personnel and to ensure they are giving their best to boost the efficiency of the processes.In short, the focus is on the people and not the handling of the work or the processes. The emphasis can be on creating the right environment to achieve objectives, such as empowering employees and enhancing innovative thinking, rather than the concrete provision of resources, such as providing enough equipment to do the work efficiently.Furthermore, authority in leadership is not at the heart of the process. Leadership doesn’t have subordinates in the sense that leading is always a voluntary decision and action. Leadership needs followers; subordinates who have bought-in on the vision laid out by the leadership and subordinates who are motivated by the leader and therefore, want to help him or her work towards this vision. Although leadership requires authority, it doesn’t get the authority from a title or a specific position, but because the subordinates and other stakeholders hand it out volunta rily.Leadership can be defined in a number of different ways, depending on the leadership style. The YouTube video below by Doug Lennick is an example of defining leadership: DIFFERENT PERSONALITIES SUIT DIFFERENT ROLESLeadership can be linked to the position of management; a manager can be a leader as well as a manager. Therefore, certain skills and qualities, which are required for both management and leadership, are bound to overlap in the two systems.But the two also have distinct qualities, which, while also enhancing their ability to perform in the other role, are more suited for either position. By examining these qualities, you can also see the differences of management and leadership through real examples.The requirements of managersSince management is task-oriented, managers need to be able to focus on details. The four core qualities of great managers are:Rational â€" A good manager is able to look at things rationally and apply logical thinking when it comes to solving p roblems and setting goals. Since the objective is to focus on the effective accomplishment of goals, the manager has to understand the realities he or she is facing. Rational thinking is essential for allocating the resources and setting the objectives for the team.Analytical â€" Ability to analyze details and find the connections between processes can boost the way a manager operates. Analytical thinking can help identify objectives and the proper use of resources.Ability to solve problems â€" A manager must also be good at solving problems. If the team encounters a problem, the management must be at the core of finding a solution. This requires a cool head, an intelligent mind and quick thinking.Perseverance â€" The task of supervising, directing and managing resources is not an easy feat and efficient management puts a lot of pressure on the manager. Therefore, a manager must be able to stand tall under pressure and keep calm even when things go wrong.A position of management req uires a lot of skill from the person. It’s a position where intelligence and persistency are rewarded.The requirements of leadersOn the other hand, leadership is more people-oriented and this means a leader must possess plenty of emotional intelligence. The core characteristics of a leader are:Charismaâ€"Since a leader needs to inspire the subordinates to follow his or her cause, charisma is an important characteristic. Charisma helps the leader to create a positive environment inspiring others to take action. Since a leader is not supposed to force or intimidate people to perform the required tasks, charismatic skills can enhance the leader’s chances of getting followers involved.Innovative â€" A leader must also show plenty of innovative skills. Leadership is about transformation at its essence and change always requires the ability to think outside of the box. A leader needs to be able to look at problems, but also at existing situations, and find out different ways to change things around.Visionary â€" Similar to being innovative, a leader must be a visionary. A strong and realistic vision guarantees followers listen to the leader and work hard towards the goal. A leader won’t be able to inspire the subordinates by laying out plans that aren’t challenging, transforming and inspiring. A true leader must have the ability to see beyond the future.Flexible â€" Leadership requires plenty of flexibility because you are dealing with people not tasks. Since people are at the core of the approach, the leader must be able to accommodate and respond to situations that might not have been expected. Since persuasion should be part of the leader’s skill set, the leader also needs to be flexible in his or her approach to solving conflict situations.The position of leadership is a position that requires a lot of technical, but also personal skill. The leader’s ability to influence and empower people is at the core of the position. Nonetheless, a leader also ne eds to be able to come up with transformative ideas to guarantee followers look up to him or her.DIFFERENT VIEWS ON THE ULTIMATE MISSIONNow that we’ve examined the differences in definition and the personality types that make great managers and leaders, we can look closer at some of the other defining differences. At the heart of the divergence is the view management and leadership have on the mission â€" the ultimate goal.As we’ve discussed, management is task-oriented and therefore, the focus tends to be on achieving the objectives as efficiently as possible. Management focuses on running the existing operations and doing it as smoothly as possible. In essence, the focus is on maintaining the status quo. There is no desire to switch processes or look beyond the processes and goals that are currently working.Management generally has a set mission, which often deals with increasing profitability or productivity. These guide the management’s decision-making and task setting â€" processes are used based on their effectiveness. When it comes to changing a process or switching roles around, the key consideration is always on the impact the change will have on the efficiency of the mission. For example, management hires people based on their ability to fulfill a specific role. Subordinates and processes are always geared towards ultimate efficiency, which moves the team or the organization towards profitability or productivity.Since management’s role is to find the most effective processes in order to achieve the mission, the focus is not on trialing new approaches or experimenting with different things. Once management finds a process that works, then it will stick to it as long as the process can be proven more effective than another method. Management is not about revolutionizing things around, but continuing on the safe path towards the objectives. Management sees that it is the processes what make the system work, not the people.The traditional approac h to management shows it to be machine-like. Management is in charge of a machine, with the processes and subordinates each representing a function or a part of the machine. Therefore, the ultimate mission for management is to ensure each part is working well; as the management knows that if one part fails, the whole mission can fail. But this also creates the worldview that the machine is the most important part, not any individual part. When a part fails, management will replace it or fix it as soon as possible.The manager can’t risk keeping the machine from running and therefore the focus is on ensuring it’s back running quickly, not whether the part itself is fixed. Consider a subordinate is not performing the role as efficiently as possible. The manager notices it’s causing problems and therefore will take the person aside to check what’s the issue. The manager’s focus is on getting the work done, whether by providing the person with more resources or by getting someo ne else to perform the role.On the other hand, leadership’s ultimate mission is about transformation. The objective is to adapt to changing circumstances and to change the organization around. Leadership isn’t interested about status quo, but achieving something new â€" working towards greater success and recognition. The emphasis is not on profit or productivity, but empowerment and innovation. It’s not to say, profit isn’t important, but it’s more of a by-product following success. The vision itself is more about specific values and approaches to work and the industry. The vision is laid out with the leader’s personal values in mind, with the values resonating with the organizations values.As leadership is people-oriented in its approach, the mission is more people-focused as well. The focus is on helping people to adjust to changing circumstances and empower them to perform better. In leadership, the machine â€" or the processes â€" is not the key to success, but the people making the machine work. Therefore, leadership sees that the functions of the machine can always be changed according to the abilities of the people. In terms of hiring subordinates, a leader is not necessarily as focused on the technical skills and the ability to perform the tasks, but the person’s approach to work and whether they are willing to work towards the mission.Leadership is interested in the ideas and values the subordinates can provide for the team, not just their effectiveness in getting things done. Since the mission is focused on transforming and changing things around, leadership is always on the lookout for new ideas. Subordinates are seen to provide value for the team, not just through labour, but also through their ability to think differently.Therefore, to summarize the differences in approach and setting out the mission:Management’s mission is…Leadership’s mission is…… Administrative and rational… Task-oriented… Concerned about the bottom line… Focused on maintaining, accepting the status quo… Innovative and emotional… People-oriented… Concerned about what’s on the horizon… Focused on transformation, challenging the status quoDIFFERENT APPROACHES TO ACHIEVING OBJECTIVES AND TAKING RISKSBut the differences don’t end in the way management and leadership define the mission for the team. Due to the divergent approaches in terms of the vision, the two differ on how the objectives are approached and the kind of risks they are willing to take.Management’s approach is driven by the emphasis on results. As mentioned earlier, the whole objective is to achieve results (profitability, productivity) as efficiently as possible. Therefore, the management emphasizes achieving the objectives in everything the team does. The focus in on creating a framework consisting of strategies, policies and processes, which will help the team get close to the objectives fast and without encountering problems. The management spend s a lot of time concerned with the framework and honing it to its perfection. Once the objectives are set, management will spend time figuring out the best people and the most efficient methods for achieving these goals.During the process, the management team will ensure the procedures are followed and problems in the framework are solved swiftly. As we’ve discussed above, the manager’s job is often to ensure the right people are placed in positions, which suit their skills the best. Management is in a sense about empowering people through the soliciting of employees in their most suitable position. The management team wants people to achieve results efficiently and therefore, a level of consultation with the employees is always part of creating the framework. The important thing to note about it is that the manager doesn’t have to facilitate all the different views.Due to the emphasis being on results, the management framework is also risk-averse. Management is not about test ing out new processes or taking a risk with the strategy â€" the emphasis is on frameworks that are proven and effective. The framework is not experimental and subordinates are not allowed to step outside of the established processes, especially without consulting with the management. The risk-averse nature stems also from the kind of authority management uses.Under the managerial system, authority is always in the hands of the manager and the management team. Therefore, the subordinates are not able to make decisions or adjust the framework even slightly without consulting the management first. Since the authority and control are placed in the hands of the management, the system decreases risk even further. The probability of risk goes down because the management is in control of every aspect of the framework. Leadership tries to achieve objectives through a different framework. The focus is not on established, rigid processes, strategies and policies, but rather on discovery and a ccomplishment. Instead of focusing on the result, the objectives are about achieving something new (discovering a new technique, empowering subordinates, achieving new sales records).In effect, leadership looks at everything as a challenge to innovate. Even when something is not a major problem for the organization, leadership is still interested in checking whether it could be done differently or improved in some way. The framework for leaders is not about establishing a set of policies to guide work, but to create a system where ideas are examined and re-evaluated to find out innovations. As mentioned earlier, the framework is built on constant transformation.Furthermore, leadership emphasizes motivation and commitment, with the employees picked according to how involved they are with the project. The emphasis is not necessarily on the current skillset, but rather on providing personal growth opportunities to each employee. A leader wouldn’t simply ask, “What can you do now?† but focuses on “What could you do if given these tools?”Since change and innovation are at the hearth of leadership and its approach to achieving objectives, the system is more risk-taking. Leadership doesn’t steer away from risk, but instead embraces it â€" without some risk-taking, change is harder to achieve successfully. There is an element of conscious risk-taking, as leaders will understand new ideas and innovations can occasionally turn out wrong. But not all risk is purposely sought after. Leadership doesn’t mean taking unnecessary risks or gambling away the sustainability of the organization. Nonetheless, the transformative nature will inherently leave the system with higher risk than management. In a way, leadership also requires more risk taking on the part of the employee.A leader’s authority is always based on how trustworthy the subordinates find the vision. Whilst management enjoys authority based on the title or the position, leadership is built on mutual trust in the leader’s vision. Subordinates who choose to follow a leader and participate in the new approach are also taking a risk.To conclude the main differences of the two systems in terms of achieving objectives and taking risks:Management is…Leadership is…… Focused on results… Looking answers to how and when… Short-term… Risk-averse… Focused on achievements and change… Looking answers to what and why… Long-term… Risk-takingDIFFERENT WAYS TO TREAT SUBORDINATESThe final major area of difference between management and leadership relates to their specific approaches to dealing with subordinates. The major divergence in communication is based on how the manager and the leader view the subordinate. Whereas a leader will consider the subordinates as followers and equal members of the team, the manager subscribes to a hierarchy of power. Subordinates under management are employees under the manager; there to perform the tasks as the management tells them, follow ing the guidelines. Management has a strict authority and power structure, with the management on top and the subordinates below. Naturally, the management can, depending on their position in the organization, be beneath a senior management team. Nonetheless, management is always in a position of power over its subordinates.Having the power and authority concentrated in the hands of the manager influences the approach to communication. Management doesn’t generally involve subordinates in the decision-making or planning process, especially in terms of guaranteeing the subordinates any real effective way to influence the process. Feedback channels are established, but these tend not to focus on things such as ideas on changing the existing framework. If feedback is sought, it focuses on improvements of the existing frameworks or ensuring the subordinates are aware of the tasks, which they must perform. In essence, the management is about communicating instructions, making it a rathe r one-sided discussion.On the other hand, under a leadership system, the authority is much more open, with different leadership styles delegating authority among the subordinates to a varying degree. Since subordinates are viewed more equally, the leader doesn’t shy away from feedback or input. In fact, leadership is eager to identify the subordinates who are motivated to put themselves out there and learn while working towards the set objective. The communication structure is a two-way process, where the leader listens to the subordinates and their ideas into account. This doesn’t mean the subordinates necessarily have actual decision-making power or that all the ideas are implemented, but at least leadership provides them more opportunities to voice their opinion. Management is about telling the subordinate “This is what you have to do”; while leadership is about showing the subordinate, “This is what we should do”.Another essential part of the interaction is the metho dology the approaches use in order to motivate the subordinates. Both styles can be understood in the context of Abraham Maslow’s Hierarchy of Needs. The motivational theory presents an idea in which human needs are depicted as layers within a pyramid, with each stage creating a new layer for motivation. The pyramid has three layers: basic needs, psychological needs, and self-fulfillment needs. Source: Simply Psychology websiteThe lower levels of the pyramid drive management’s approach to motivation. The idea is that subordinates are looking for job security to fulfil their most basic needs and therefore, fear of rejection keeps them motivated. Management keeps employees involved through the fear of punishment, with the security of a job providing enough motivation to keep working. Subordinates are thought to be rather disengaged from the rewards of the work, but put crudely: only show up to get the paycheck.On the other hand, leadership feels people are using careers as a way to meet the higher-level needs. By providing the subordinate the chance to self-actualization, leaders can motivate and inspire the subordinate. Therefore, challenging the subordinate to enhance their own skills and understanding, and providing them with opportunities for personal growth, the leader can help them fulfill the higher-level needs and keep them motivated to work towards the common visio n.Furthermore, as previously discussed, the emphasis is on finding the best people to perform the pre-determined roles. Since the framework is the key to success, the processes are set and the management needs to fill these specific roles, not add something new to the team. Therefore, the ability to perform the tasks and the character fit to the role at hand is at the core of the hiring process.On the other hand, leadership is looking more towards the characteristics of the person and whether he or she is a value-based fit, instead of a specific set of skills. For the leader, the person’s motivation and willingness to follow the vision are keys in determining whether the person should fit the team.Management…Leadership…… Views subordinates as employees… Communicates in a telling style…. Delegates tasks with authority… Motivates with punishment and intimidation… Emphasizes skills and fit for the role… Views subordinates as followers… Communicates through discussio n… Delegates authority… Motivates with empowerment and personal development… Emphasizes value and business culture matchFINAL THOUGHTSIn his 1989 book, On Becoming a Leader, Warren Bennis made the distinction that while management is about doing things right, leadership is about doing the right things. The analysis is still rather fitting, as management’s focus is task-oriented and result driven. On the other hand, leadership emphasizes people and transformation, with values at the core of the decision-making process.The leader is interested in empowering people and working towards a bigger, long-term vision, while the manager lives in the present, with the objective being on short-term goals and efficiency. The ‘machine’, or the operational framework, is at the centre of how management deals with subordinates and how it sets objectives. Whereas leadership will concentrate on ensuring the parts running the operational framework are developed. If things go wrong, manageme nt would change the parts while leadership will simply adjust the framework.Although management and leadership differ from each other, the two styles can be equally important to an organization. Management has undoubtedly been important, especially in organizations where efficiency has been the key for success, but the rise of modern economies has meant that management as a style can be damaging for an organization as well. For the organization to work efficiently in the current moment and in the future, it has to find equilibrium between management and leadership.Without management, the more mundane effectiveness of the organization might be neglected, while the innovative and transformative nature of leadership is essential for continued success. By empowering the subordinates and focusing on long-term goals, teams can achieve much more than simply staring at short-term productivity.

External Analysis Business Report - 2178 Words

1. Introduction KeepCup Company is an Australia private company, who are working in exporting reusable cups. KeepCup head office, which in Melbourne is recently exploring for the feasibility of introducing their product overseas to German. This business report provides a business analysis and consideration about the external environment in German. The purpose of this business report is to facilitate KeepCup in order to help the company to make decision for expanding their product exporting to German. The observation will go through on the political, economic, socio-cultural, technological and legal environment of German. Besides reporting the environment condition in German, this report provide analysis about the external†¦show more content†¦Overall, the business law in German creates no different or contrast between the local company and foreign company investment or the established company. Moreover, the reliable laws make the companies able to plan their investments in t he effective way (Germany Trade and Invest 2013). Apart from it, the business law in Australia has their own Guidelines and effective and consistent decision. The aim of government regarding to the Guidelines is to give a positive impact to the business conduct for companies in Australia (Australian Government 2011). Similar with German, Australia also categorized as one of the world least corruption by 2012 (Transparancy International 2012). Australian Government is concerned about corruption. Moreover, people in Australia also considered corruption as a harmful action for the environment (Bowman and Gilligan 2009, 438-452) 3.2. Labour Law There are three main points according to similarity of the Labor Law in German and Australia. First of all, the legal working time for employee in German is eight hours per day (Liliane Jung 2011). 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As primary data LCL’s own website http://www.lucky-cement.com was a big source of information for me, but I had to look into other secondary sources like company’s annual reports, newspaper, internet etc to make my analysis more comprehensive I used the following secondary sources to gather my information

The Effects Of Children With Learning Disabilities On...

Life in a family that has a child with a learning disability is often both complex and challenging. There are generally many practical as well as emotional issues involved. Many things have to be considered such as educational, medical, and financial decisions. There are many issues that may arise from having a child with a learning disability such as â€Å"family stress, parenting discrepancies, negative reactions from extended family members, difficulty in interacting with the school, and mixed effects upon siblings† (Dyson, 2010). In this essay I will discuss the main points of Dyson’s article, â€Å"Unanticipated effects of children with learning disabilities on their families,† things I learned from the article, potential challenges and†¦show more content†¦The article describes the results of these other studies as being inconsistent. This is because the other studies state that there are higher levels of stress in families with children having dis abilities than those that do not. A study conducted by Dyson found that â€Å"despite higher degrees of stress, families of children with developmental disabilities experienced the same level of family cohesion, maintenance of the family system, and emphasis on personal growth as families of nondisabled children† (Dyson, 2010). These studies regarding how disabilities affect the family have conflicting results therefore Dyson wanted to know if similar results would be found in a study conducted with families that have learning disabled children. The study that was conducted tested the hypotheses that having a child that is learning disabled will have a negative effect on family life and on siblings in particular. The study was conducted through the use of focus groups which conducted in depth group interviews and consisted of ten families represented by eleven parents. The results of the study concluded that parents suffered guilt, family stress, as well as martial tension. T here were also parents blaming each other as well as issues in regards to parenting styles. In regards to extended family support many parents felt that other

Risks and Loyalties Free Essays

As Markham was summoned into the conference room to begin his presentation to the board of the state pension fund, he was wrestling with whether or not to raise the liability issue. He knew there were risks either way. There was the risk that his client would choose to take their business elsewhere if he told them what he believed to be the fund’s financial reality. We will write a custom essay sample on Risks and Loyalties or any similar topic only for you Order Now Furthermore, such a move would not only result in lost business, but would likely be interpreted as disloyalty towards his firm. But then he thought about what didn’t happen during the 2008 financial crisis, and this reality gnawed at him: When the subprime crisis played out everybody was asking why, even though there were all these people that had a role in making it happen, no one spoke up? And so does somebody who is playing a bit part in creating a reprise of the last crisis have a responsibility to speak up on behalf of the pensioners themselves even though this is contrary to the wishes of their employer and the board of trustees who has hired their employer to provide investment advice? We all commonly find ourselves in a position where we have to tell someone something they don’t want to hear. We face this kind of communication dilemmas all the time; at home, with friends and at workplace. The range can fall between just telling a friend about his look to the case with Harry Makham, who was facing the problem of telling the board of directors about the wrong liability numbers. There are usually 2 ways of responding to this kind of dilemmas, either â€Å"saying it just right† and falling into the category of confident communicator, or failing to inform and falling into the category of unethical cheater. There are at least 5 different approaches for overcoming ethical issues concerning communication dilemma: * The Utilitarian Approach – action that provides the most good or the least harm for all who are affected-customers, employees, shareholders, the community and the environment. * The Rights Approach- action that best protects and respects the moral rights of those affected * The Justice Approach- ethical actions that treat all human beings equally, or if unequally, then fairy based on some standard that is defensible. but there is a debate over CEO salaries that are hundreds of times larger than the pay of others) * The Common Good Approach- actions that lead to the welfare of everyone in community. * The Virtue Approach – actions that are consistent with certain ideal virtues and are consistent with your own values. Regarding the issue of telling clients things they don’t want to hear the Utilitarian Approach may be more useful, and certain factors should b e taken into consideration: * harm to the clients * harm to the firm * harm to the public * harm to environment * harm to yourself (your ethical views) How to cite Risks and Loyalties, Papers

Legal Aspects of International Trade and Enterprise Woolworths Limite

Question: Discuss about the Legal Aspects of International Trade and Enterprise for Woolworths Limited. Answer: Introduction The present study aims to discuss the legal aspects of international trade of and enterprise by considering a multinational organization that operates in Australia. In order to present the discussion on the legal aspects, Woolworths Limited has been selected which is one of the largest retailing companies in Australia. The present study incorporates the identification of companys operating industry, number of staff employed in the business unit that operates in Australia as well as across the globe. The discussion will include the identification of organizations location with respect to the headquarters across the globe. The following study further identifies and discusses the relevant regulatory framework that affects Woolworths Limited in several ways. Regulations with respect to corporate tax, environmental legislations and consumer laws affect the organizations business operations and performance sustainability. In addition, identification of treaties and agreements with respect to free trade agreements for the business operation of Woolworths Limited has been incorporated in the discussion. Discussion In order to present the analysis on legal aspects for international trade, Woolworths Limited has been selected which is a largest Australian Public Company. The company is involved in the retailing industry and one of the largest carry away liquor retailing organizations in Australian region (Woolworthsgroup.com.au 2017). The company has several divisions within the supermarket business operations that deal in the products like petrol, liquor, home appliances and improvement, general merchandise, hotel and gambling products. It has been noted that the amount of revenue derived by the company in the latest financial year has been $59 billion while the amount of operating income has been $1.6 billion (Woolworthsgroup.com.au 2017). As per the current year data of Woolworths Limited, it has been noted that the organization has approximately 111,000 number of staffs employed in the region of Australia. On the contrary, number of staffs employed by the company across the globe involves 202,000 during the current financial year (Woolworthsgroup.com.au 2017). The company has been founded in the year 1924 on September 22 involving key people Gordon Cairns and Brad Banducci in the current year. The headquarters of Woolworths Limited has been situated in Bella Vista, New South Wales, Australia. However, the company operates its business operations in Australia, New Zealand and India with around 961 numbers of locations and stores in different areas (Woolworthsgroup.com.au 2017). Business operations within the company involve various regulations and legislations with respect to manufacturing, processing, trading and maintain business records. In order to operate business activities, it is essential to follow the relevant regulatory frameworks that affect the organizational performance. Considering the type of business operations within the company, regulations of competition laws and consumer laws are applicable to ensure the fair business trade within the local country as well as across the globe (Business.gov.au 2017). Regulations under the competition laws incorporates framework for fair- trading between the organizations and customers in order to protect the consumer rights as well as obligations. In order to maintain the sustainability growth in the business organization, it is essential to follow the legislation of fair- trading that affects the exchange of goods and services. Further, consumer laws consider the unfair terms of business contract, rights of consumers, laws to safeguard the products in terms of quality and price and other operational factors, also regulate trading of goods and services (Dfat.gov.au 2017). Similarly, environmental legislation regulatory framework also affects trading of goods and services in terms of environmental concerns as well as cultural concerns. It is significant to follow the environmental regulations that protect the policies related to environment, business operation license and other economic measures to operate the business appropriately. Business operations and trading of goods and services is affected by the regulations of corporate tax that is imposed on the earnings of the organizations and affect the financial performance during the accounting period (Borchert, Gootiiz and Mattoo 2014). Accordingly, in case of Woolworths Limited, it has been observed that the regulatory framework of consumer laws, environmental legislations and tax legislations affects the business operation in terms of goods and services. Consumer law affects the business of Woolworths Limited with respect to the transfer of goods and services as per the regulations, which requires conducting of business operations by fair means (Woolworthsgroup.com.au 2017). The regulations under consumer law provide that the transfer of goods and services to the consumers within the local region or across the border should be considered by fair means. Regulations of consumer law affects the business operations since the pricing structure cannot be same in different geographical regions (Ciuriak et al. 2015). For instance, price of general merchandise stuff in New Zealand will be different from the price of same product in Australian or India. Accordingly, it is difficult to maintain the uniform price structure fo r all the products and services within the overall business organization (Woolworthsgroup.com.au 2017). Environmental legislation is another regulatory framework that affects business operations of Woolworths Limited because, it is essential to protect the environment for the benefit of society and consumers. Environmental legislation involves the factors to protect the consumers and society with respect to the trading of good quality products as well as manufacturing process (Neary 2016). For instance, trading of fuel or petrol products should be considered as per the regulations of environmental legislations so that the price and quality of fuel trading remains uniform. Moreover, environmental regulatory framework affects the business operations because the trading of goods and services is required to be conducted in accordance with the environment protection and consumer protection. Such actions affect the production and trading quantity of goods and services along with the respective price, which results in declining of profit amount (Business.gov.au 2017). Involvement of environme ntal regulation affects the business income since it associates with several regulatory costs that increase the overall business expenses and reduces the business incomes. Further, regulatory framework on corporate tax affects the business of Woolworths since the income of the organization is subject to 30% tax rate that reduces the distributable profit and increases the current liabilities. In order to nullify the taxation charges and regulations, the income level of the company declines while the expenses rise that affects the overall business operations (Woolworthsgroup.com.au 2017). Business operations at international level are conducted in accordance with several treaties and agreements to deal with the trading of goods and services within the local region as well as across the border. There are several treaties and agreements with respect to free trade activities, memorandum of understanding, agreements between the countries and other treaties affects the trading between the organizations and consumers (Yarbrough and Yarbrough 2014). International trade agreement involves agreement in terms of Free Trade Agreements to reduce the trade barriers and investment difficulties. The purpose of international trade agreement involves better access of trading markets, improvement in competitive position for export of products as well as improved prospect of investment (Dfat.gov.au 2017). The relevant treaties and agreements are considered to provide the guides for export and import of business products and services representing the related trade policies, costs and pro duct prices. The agreements between the organizations of different countries provide information on treaty as well as schedules of tariff that are essential to conclude the business agreements (Chircop and Novotny-Farkas 2016). Accordingly, in case of Woolworths Limited, the international trade agreements and treaties impacted the trading of products and services in Australia. It has been noted that the business operations of Woolworths Limited is extended in the regions of New Zealand and India other than the region of Australia hence, it is essential to consider the international treaties while conducting business deals (Woolworthsgroup.com.au 2017). As the agreement and treaties incorporates trading information in terms of costs, product price, service tenure and other information therefore, transfer of products and services of the company affected. The management of Woolworths Limited required to consider the pricing policy while exporting the retail products to other countries that affected the contribution margin due to involvement of increased value of costs. The company majorly deals in the products of liquor, petrol and home appliances within and outside the region of Australia, which is affected d ue to international trade policies (Woolworthsgroup.com.au 2017). Therefore, in order to manage the business operations, Woolworths Limited considered the free trade agreement with other countries that assisted the company by improving the product transfer activities. Consequently, the profit level of Woolworths improved as the free trade regulations helped in improving the trading of products and services. Considering the trading agreements and conventions, it has been noted that Woolworths created several initiatives by arranging promotional programs with less impact on the environment in an adverse manner. The organization has been considering the Kyoto Protocol to establish the retailing business activities for different range of products, which recognized the responsibility of countries and organizations for greenhouse gas. Accordingly, Woolworths Limited considered the convention in terms of Kyoto Protocol to ensure the minimal emission of greenhouse gas and that the business is conducted by considering the benefits of the society (Woolworthsgroup.com.au 2017). The agreement and policy of business trade contained the set targets as well as commitments in order to eliminate the carbon emission, which improves the export value and consequently amount of profit. It has been noted that that trading of business involved transportation, packaging as well as distribution centers affected due to the trade policy (Bloomfield et al. 2017). As per the companys information, it has been noted that the carbon emission has been reduced by around 40% that resulted in growth of business project by around 20% during the current year. In addition, Woolworths Limited experienced reduction in the emission of carbon dioxide approximately by 13% within the new stores that was lower in case of existing stores (Woolworthsgroup.com.au 2017). During the current year, it has been observed that the trade agreement and conventions of Woolworths Limited reflected reduction of 25% of carbon emission in terms of service delivery by trucks. Further, the company also reflected improvement in saving water, which amounted to 200 million litres approximately while the amount of food waste reflected almost zero (Woolworthsgroup.com.au 2017). Such treaties within the trade policy of Woolworths Limited impacted growth in trade of products and services and eventually improved the profitability. Trading agreements and treaties of Woolworths not only influenced the improvement in standards of animal welfare within the supply chain (Wagenhofer 2016). Considering the measures of international trade policies, Woolworths Limited opened several new stores with respect to the environmental sustainability and consumer protection. International trading policy involved the sustainable practices to reduce the use of energy, use of water resources, waste production and other economy that eventually improved the transfer of goods and services (Woolworthsgroup.com.au 2017). Conclusion In view of the above discussion, it can be said that the operation of business activities by the companies involves various regulations that affect the sale and transfer of goods and services. Imposition of relevant legislations and regulations affect the business operations, staff employment and derivation of profitability that influence the business sustainability. In the present study, Woolworths Limited, an Australian retailing company has been considered to identify the operating industry, employment and location of headquarters. It has been noted that the company has been second largest retailing organization by revenue with highest number of employees. It has been identified that the regulations of companies law, environmental legislations and corporate tax affected the companys business operations for transferring products and services. It has been contended that the protection of consumer rights, society welfare and elimination of production wastes is essential to improve th e profitability and sustainability of the business. In addition, the trade agreement, international treaties and conventions affected the goods and services of Woolworths Limited by developing the export regulations. Considering the international trade conventions, it has been noted that Woolworths Limited followed reduction in the green house gas emission, waste production, release of carbon- dioxide that improved the value of export of goods and services. The present agreement between different countries has been established by Woolworths Limited that affected the transfer of goods and services together with the development of animal welfare resulting in improving the profitability. Reference List and Bibliography Anginer, D., Demirguc-Kunt, A. and Zhu, M., 2014. How does deposit insurance affect bank risk? Evidence from the recent crisis.Journal of Banking finance,48, pp.312-321. Bloomfield, M.J., Brggemann, U., Christensen, H.B. and Leuz, C., 2017. 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International trade in general oligopolistic equilibrium.Review of International Economics,24(4), pp.669-698. Reeve, R., 2014.Policing international trade in endangered species: the CITES treaty and compliance. Routledge. Wagenhofer, A., 2016. Exploiting regulatory changes for research in management accounting.Management Accounting Research,31, pp.112-117. Woolworthsgroup.com.au. 2017. Woolworths Group: Quality Brands and Trusted Retailing. [online] Available at: https://www.woolworthsgroup.com.au [Accessed 5 Apr. 2017]. Yarbrough, B.V. and Yarbrough, R.M., 2014.Cooperation and governance in international trade: The strategic organizational approach. Princeton University Press.