...Executive Summary: Organizational Focus & Goals Derron Venerable University of Phoenix HRM/326 MARIBEL HINES September 15, 2014 Introduction The purpose of an Executive Summary is articulate a full report with the least amount of words possible depending on the size and nature of the issue. In most cases executive summaries serve as a report for executives who do not have the time to read the full report; therefore, the summary will give the executive the information that he or she needs to understand the objective, the issue(s), and the plan(s) in place to solve the issue(s). The following summary is focusing on an on-going overtime issue that one of the company’s branches is having. Focus and Goals The current focus at this particular location is to complete the daily task in the fastest most efficient safest way possible. The goals are to minimize or combine the current routes, run the routes from the closet point to the furthest and create a benchmark for each driver to attempt to meet in a safe but efficient manner. The research states that if the routes are done in a sequence form from the closet point to...
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...An executive summary, sometimes known as a management summary, is a short document or section of a document, produced for purposes, that summarizes a longer report or proposal or a group of r business elated reports in such a way that readers can rapidly become acquainted with a large body of material without having to read it all. It usually contains a brief statement of the problem or proposal covered in the major document(s), background information, concise analysis and main conclusions. It is intended as an aid to decision-making by managers[1][2] and has been described as possibly the most important part of a business plan.[3] They must be short and to the point. An executive summary differs from an abstract in that an abstract will usually be shorter and is intended to provide a neutral overview or orientation rather than being a condensed version of the full document. Abstracts are extensively used in academic research where the concept of the executive summary would be meaningless. "An abstract is a brief summarizing statement... read by parties who are trying to decide whether or not to read the main document", while "an executive summary, unlike an abstract, is a document in miniature that may be read in place of the longer document".[4] An executive summary differs from an abstract in that an abstract will usually be shorter and is intended to provide a neutral overview or orientation rather than being a condensed version of the full document. Abstracts are...
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...Executive Summary The purpose of an executive summary is to summarize a report. Executive summaries are written for executives who most likely do not have time to read the complete document. Therefore, the executive summary must cover the major points and be detailed enough to mirror the content yet concise enough for an executive to understand the substance without reading the entire report. An executive summary differs from an abstract. Readers use an abstract to decide whether to read the complete document. They read an executive summary to obtain information without having to read the report in full. The executive summary should be written as a document that can stand on its own and is usually written on one or two pages, depending on the length of the report. It restates the purpose of the report and describes any results, conclusions, or recommendations made in the report so that the reader understands the reasons for the conclusion or recommendations. Acronyms, symbols, and abbreviations must be written out. Tables and figures in the report should not be referred to by number in the executive summary. The audience for an executive summary is receptive to the message, so the writer should assume that the audience wants to know and understand the message. It is written in a formal tone using an impersonal style and eliminating first person pronouns (I, we, our, etc.). Use the following guidelines when writing an executive summary: • • • • • State clearly the purpose of the...
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...Good and poor examples of executive summaries This is a GOOD example from an Accounting & Finance assignment. Footnote Executive Summary This report provides an analysis and evaluation of the current and prospective profitability, liquidity and financial stability of Outdoor Equipment Ltd. Methods of analysis include trend, horizontal and vertical analyses as well as ratios such as Debt, Current and Quick ratios. Other calculations include rates of return on Shareholders Equity and Total Assets and earnings per share to name a few. All calculations can be found in the appendices. Results of data analysed show that all ratios are below industry averages. In particular, comparative performance is poor in the areas of profit margins, liquidity, credit control, and inventory management. The report finds the prospects of the company in its current position are not positive. The major areas of weakness require further investigation and remedial action by management.Recommendations discussed include: improving the average collection period for accounts receivable· improving/increasing inventory turnover· reducing prepayments and perhaps increasing inventory levels The report also investigates the fact that the analysis conducted has limitations. Some of the limitations include: forecasting figures are not provided nature and type of company is not known nor the current economic conditions data limitations as not enough information is provided or enough detail...
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...[Type the abstract of the document here. The abstract is typically a short summary of the contents of the document. Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.] [Type the abstract of the document here. The abstract is typically a short summary of the contents of the document. Type the abstract of the document here. The abstract is typically a short summary of the contents of the document.] Electronic Discharge Summary EXECUTIVE SUMMARY Electronic Discharge Summary EXECUTIVE SUMMARY S. CHANDE, C. CHAHAL, N. GANDHI, A. HUSSEIN, K. MANOHARON. N. NURU S. CHANDE, C. CHAHAL, N. GANDHI, A. HUSSEIN, K. MANOHARON. N. NURU THE PROPOSAL There were 15 million discharge summaries produced for admissions into hospital last year. A staggering 80% of these were found to be inaccurate or incomplete and another 70% of these were reported as being severely delayed on a regular basis. This compromise to clinical care and patient safety is simply unacceptable. Our empirical market research has found that the majority of junior doctors, the principal users of discharge forms, were unhappy with the current systems in place. It has also been reported that on average junior doctors spend more time carrying out admin duties than in formal training and teaching sessions. There are electronic discharge systems present however, these have been described as insufficient as they lack comprehensive coding and in some circumstances...
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...ArcelorMittal 2011 Executive Summary The underlying challenge for human organizations in the 21st century is to build and preserve a sustainable combination/blend of economic, social, and environmental conditions in a progressive global and commercial society. However, it is a challenge that is not being met at present. Currently it is failing to meet even the basic needs of the society, or to protect its natural resources and the ecosystems that produce them, even as it creates unprecedented wealth and amenities for a few. The reasons for these failures lie in both economic and political institutions. Sustainable Enterprises pioneers established concepts and tools for implementing eco-efficiency measures and also show how to use them immediately to reap business worth. Business enterprises in turn must quantify themselves against a “triple bottom line” which includes social value, environmental and economic profit. ArcelorMittal is one such company that has implemented eco-efficiency measures and realized the business benefits. Monitoring Systems Monitoring is a systematic and on-going activity which involves collecting, recording and reporting information. Monitoring systems for any organisation should be developed for three dimensions based on the triple bottom line. Monitoring Systems for Planet Monitoring systems and eco-tracking help to answer some fundamental questions: What are the company‟s big environmental impacts? When and where do those impacts arise? During...
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...2011-2012 Executive summary This merger and acquisition transaction is about two large steel companies- one’s headquarter in Luxembourg and the other in the Netherlands. The target is Arcelor S.A, a big European company. And the acquirer is Mittal Steel Company, which was founded by Lakshmi Niwas Mittal. The negotiations began in January 27th 2006 when Mittal officially announced an offer to Arcelor’s shareholders. This was a hostile acquisition which faced many difficulties in respect to politics, and other economic aspects. The deal was reached on June 26th 2006 when Arcelor accepted the offer. Meanwhile the value of the acquisition was €26.5 billion; and the joining of the two big steel companies created the largest steel company in the world and created a lot of synergies after the its completion. Introduction & Background ArcelorMittal S.A. is the successor of Mittal Steel Company which was created through acquiring Arcelor S.A., the second largest steel producer after Mittal Steel, by Mittal Steel in 2006. It is the largest steel producing company in the world and one of the prominent multinational enterprises. The mighty steel empire was founded by Lakshmi Niwas Mittal in 1976 after purchasing the small plant in Indonesia. Lakshmi Niwas Mittal or 'King of Steel' built his empire without building a single steel plant. He expanded his steel business through various merger and acquisition activities. The detailed historical information for Mittal Steel can be seen...
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...| Corporate UniversitiesShort Description about five CUs | Khandakar Shah Muhammad Al-Muhaimen, 1337 | 5/12/16 | Training & Development | | | Corporate UniversitiesShort Description about five CUs | Khandakar Shah Muhammad Al-Muhaimen, 1337 | 5/12/16 | Training & Development | | Introduction “A centralized strategic umbrella for the education and development of employees which is the chief vehicle for disseminating an organization's culture and fostering the development of not only job skills, but also such core workplace skills as learning-to-learn, leadership, creative thinking, and problem solving," A corporate university is any educational entity that is a strategic tool designed to assist its parent organization in achieving its goals by conducting activities that foster individual and organizational learning and knowledge. Corporate universities (CU) are a growing trend in corporations. In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. Experts estimate that there are more than 2,000 corporate universities (CUs) in the United States, either centrally located or operating as virtual universities. The number of CUs is growing: currently, 29% of organizations are establishing a corporate university or planning to do so. Due to today’s aging workforce, HR professionals look to corporate universities as an effective way to develop...
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...Submitted By: Prof. Manaswini Acharya 15PGDM069 EXECUTIVE SUMMARY ArcellorMittal came to India with mission to expand but in a sustainable way. In order to improve its visibility in India it partnered with Ministry of Environment and Forests (MoEF) and Centre for Environmental Education(CEE) to launch one of the largest projects of social responsibility of teaching environment education to school children. The project was highly penetrative but lacked qualitative and quantitative testing. With only three months left for completion, the company faces the issue of deciding the way forward with the project taking the budget, brand image, stakeholders and outcomes into consideration. After a detailed analysis, it is recommended to Mr. Ritesh Sinha, The head of CR, to extend the project timeline by two more years and bring about qualitative improvements in the project to better its effectiveness. Table of Contents Serial No. Contents Page No. 1 Situation Analysis 1 2 Problem Statement 2 3 Options 2 4 Criteria for evaluation 3 5 Evaluations of options 3 6 Recommendations 4 7 Action Plan 4 8 Contingency Plan 5 SITUATIONAL ANALYSIS The world’s largest steel and mining company, ArcellorMittal, entered the Indian market in 2006 with plans of expansion and growth. ArcelorMittal believed that ‘Doing right is the only way of doing well...
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...an action plan to implement the same. Keeping in mind the objectives of Paryavaran Mitra, company’s relationship with partners and the brand image of the company, I recommend that Paryavaran Mitra’s timeline should be extended by another two years, in order to carry out impact assessment and make alterations if required. EXECUTIVE SUMMARY: With three months away from completion of the project, and the impact of the program still looming at large, the company has to take a decision regarding the future course of action for Paryavaran Mitra and its role in the project. It is important for ArcelorMittal to maintain the brand image of the company and also maintain a good relationship with its partners. It can either choose to close the project as per the scheduled date and reallocated the remaining budget, or to extend the timeline of the project by another two years to carry out impact assessment and make alterations to the project if required. However, by extending the project, ArcelorMittal can evaluate the fulfillment of the objectives of the program and is also important in terms of the image of the company. It is recommended that ArcelorMittal should extended the project’s timeline by two years and use this for the evaluation of the impact and if required make alterations to the project. [Word Count: 164] TABLE OF CONTENTS: Situational Analysis…………………………………...……….…………..…4-5...
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...Assignment #3 Alan Mulally, CEO, Ford Motor Company Alan Mulally, CEO, Ford Motor Company Alan Mulally is president and chief executive officer of Ford Motor Company. He also is a member of the company’s Board of Directors. Prior to joining Ford in September 2006, Mulally served as executive vice president of The Boeing Company, and president and chief executive officer of Boeing Commercial Airplanes. In that role, he was responsible for all of the company’s commercial airplane programs and related services. Mulally also was a member of the Boeing Executive Council and served as Boeing’s senior executive in the Pacific Northwest. Mulally was named Boeing’s president of Commercial Airplanes in September 1998. The responsibility of chief executive officer for the business unit was added in March 2001. Previously, Mulally served as president of Boeing Information, Space & Defense Systems and senior vice president of The Boeing Company. Appointed to that role in February 1997, he was responsible for Boeing’s defense, space and government business. Beginning in 1994, Mulally was senior vice president of Airplane Development for Boeing Commercial Airplanes Group, responsible for all airplane development activities, flight test operations, certification and government technical liaison. Earlier, Mulally served as Boeing’s vice president of Engineering...
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...Cross listing: a case study of Cliffs Natural Resources Inc. (CLF) About 50 U.S.-listed companies are cross-listed on NYSE Euronext, the EU's largest regulated equities market. What they've discovered is that Euronext listings are ideal for U.S.-listed companies that want to diversify their shareholder base, gain a European trading presence or increase their market visibility in the eurozone, the world's second largest source of capital. "Globalization means that companies, customers and suppliers have a presence in more locations than ever, and when these locations are in the eurozone, cross-listing on Euronext certainly increases the visibility of an enterprise or brand," says Marjorie Adams, chair of DLA Piper's capital markets group in the U.S. Other benefits of cross-listing on Euronext include the ability to trade and list in dollars and euros; the ability to attract investors whose mandates only allow investing in euro-denominated shares; the potential for a lower cost of capital through increased liquidity premiums on equity; typically lower bid-ask spreads than single exchange companies; and less information asymmetry between capital markets, as firms with multiple listings generally get twice the analyst coverage. A Euronext listing also allows European money managers to avoid certain regulatory filings and mandates for eurozone-only listed companies. In January 2008, Euronext made cross-listing even more attractive by introducing Fast Path, a streamlined and cost-effective...
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...Chapter 2: Global Outlook Will the next wave of m&a create more value? After the M&A activity slowdown of the early 2000s, the market is experiencing a new surge of mergers and acquisitions. It is largely known that in the past, two-thirds of M&A transactions have destroyed value, often resulting in abject failure. In this context, the key question today is: Will the new wave of M&A create more value than the previous one? Lessons from the past, we have tried to identify the reasons driving value creation and value destruction in M&A deals by analysing 2500 M&A transactions that took place over the past 10 years in Europe. Four lessons jump out of this study and from our experience. First, there is no statistical correlation between the value creation and the size of the transaction. However, large scale transactions (more than $1bn) tend to destroy value whereas small scale transactions (less than $50m) tend to create value. During 2004-2005 periods, for instance, small scale transactions in our sample have an average positive return after one year of 6 percent, compared to -5 percent for the large scale transactions. Furthermore, the average return weighted by transaction amount is below the average non-weighted return, which means that large scale transactions are obviously tending to destroy more value than small scale ones. In this respect, it is interesting to mentionthe existence of some country specificities regarding the average transaction...
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...Company North American Electrical Reliability Corporation Ontario Power Generation Scott, Daniel U.S. Department of Commerce U.S. Department of Homeland Security U.S. Federal Energy Regulatory Commission Cover photo sources: Large power transformer photo: Siemens.com High-voltage transmission lines photo: Utilities-me.com DOE / OE / ISER April 2014 iii Large Power Transformers and the U.S. Electric Grid Table of Contents List of Figures ............................................................................................................................. v List of Tables .............................................................................................................................. v Executive Summary...
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...NUCOR STEEL Nick Hartnett & Matt Ketellapper FNCE 4820 Professor Madigan 4/7/2011 “The safest, highest quality, lowest cost, most productive, and most profitable steel and steel products company in the world.” - Nucor Mission Statement Executive Summary Nucor Corporation (“NUE” or “the Company”) is the second largest steel manufacturer and fabricator in the US. Key Drivers of Value 1. 2. 3. 4. Increasing steel spot price Successful economic recovery Government protection Cost control mechanism Key Risks 1. 2. 3. 4. Steel & scrap prices Cyclicality Exposure Foreign competition & government policy Other raw materials prices DCF Valuation Discounted cash flow valuation produced a stock price of $66.22 per share, indicating that Nucor is undervalued. A bull market scenario could reach a stock price of $120.62 and a bear market scenario could reach $28.85 per share. Multiples Analysis Multiples analysis based on P/CF, P/E, P/BV, P/S, EV/EBITDA produced an average stock price of $52.74, indicating that NUE is currently undervalued. The strongest multiples were P/CF and EV/EBITDA. Base Volume G-rate Composite price G-rate Total Capacity G-rate 10 year Average Growth Stock Price Bear Volume G-rate Composite price G-rate Total Capacity G-rate $ 4% 2% 4% 66.22 Volume G-rate Composite price G-rate Total Capacity G-rate Stock Price Bull $ 8% 11% 9% 258.04 Stock Price $ -4% -4% 0% 28.85 Volume G-rate Composite price G-rate Total Capacity...
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