...Spilling every lie you've spilled before, still I'm not forgiving you. What's happened between us? What can I give to save us? Being righteous isn't quite enough! What's happened between us? What can I give to save me? ~A Single Moment Of Sincerity Album: Stand Up And Scream Asking Alexandria, a band that started in Dubai actually by lead guitarist Ben Bruce and his friends. They weren’t called Asking Alexandria at first, but they later changed their name to AA and then disbanded. Ben moved back to the U.K and was looking for bandmates where he saw Danny Worsnop’s cover of a song from the band Alesana. Ben contacted Danny and they started the band Asking Alexandria. They recruited other members such as Cameron Liddell (guitarist) and James Cassells (drummer) and finally Sam Bettley (bassist). The gang flew out to the U.S and started looking for a studio and record label – which they found shortly after their arrival. They recorded their first album Stand Up And Scream with producer Joey Sturgis and under the record label Sumerian Records. (Grand record label if I might add) Their debut album was released Sep. 15th 2009. They started touring and endured in countless interviews. *Interview time children* Interviewer: So guys, can I have you personally introduce yourself and your role in the band? Danny: Hi I’m Danny and I play the voice thing. Ben: I’m Ben and I play guitar and sometimes backing vocals. James: Hi I’m James and I play the drooms. (Drums) Cam: I’m Cam and...
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...able 8.5 Cuda Marine Engines, Inc. must develop the relevant cash flows for a replacement capitalinvestment proposal. The proposed asset costs $50,000 and has installation costs of $3,000.The asset will be depreciated using a five-year recovery schedule. The existing equipment,which originally cost $25,000 and will be sold for $10,000, has been depreciated using anMACRS five-year recovery schedule and three years of depreciation has already been taken.The new equipment is expected to result in incremental before-tax net profits of $15,000 peryear. The firm has a 40 percent tax rate.The tax effect on the sale of the existing asset results in ________. (See Table 8.5) AnswerSelected Answer: $1,100 tax liability. Question 17 4 out of 4 points Table 8.5 Cuda Marine Engines, Inc. must develop the relevant cash flows for a replacement capitalinvestment proposal. The proposed asset costs $50,000 and has installation costs of $3,000.The asset will be depreciated using a five-year recovery schedule. The existing equipment,which originally cost $25,000 and will be sold for $10,000, has been depreciated using anMACRS five-year recovery schedule and three years of depreciation has already been taken.The new equipment is expected to result in incremental before-tax net profits of $15,000 peryear. The firm has a 40 percent tax rate.The initial outlay equals ________. (See Table 8.5) AnswerSelected Answer: $44,100 Question 18 4 out of 4 points Table 8.5 Cuda Marine Engines...
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...Hines’ On Valuing Nature Summary The Rubber Tree in Hines’ garden kindles his concern about the impersonal side of accounting for nature. Accounting quantifies. It puts mere monetary values on the environment. Hines explains why he keeps the Rubber Tree as a friend and analyzes the trade-off between personal interests in nature’s beauty and the commercial interests of sacrificing the environment in the name of accounting. Q1 The main message of the article by Hines ‘on valuing nature’ is that nature is not like a financial commodity which can be valued in dollars and cents. To reduce the environment to a number or a money equivalent is likely to lead to severe consequences. In fact, the “profit” coming out of nature probably is much more prominent than the numbers in accounting reports. Thus, the destruction of the natural environment in the name of accounting should be eschewed. Q2 In my view, Hines’ article contributes another perspective of accounting for us to think about. Generally, accounting is the process of measuring, recording and communicating the economics transactions and events of business operation. However, to provide more reliable and more relevant financial information for decision making, we must find out the hidden information behind the numbers or the genuine value of accounting events. We may not jump to any conclusion merely based on financial gain or loss, but should pay more attention to other invisible elements such as environmental benefits...
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...STRATEGIC ORGANIZATION Vol 4(2): 201–211 DOI: 10.1177/1476127006064069 Copyright ©2006 Sage Publications (London,Thousand Oaks, CA and New Delhi) http://so.sagepub.com S O ! A P B OX E D I TO R I A L E S S AY S Why managers need an evolutionary theory of organizations Peter J. Richerson University of California–Davis, USA Dwight Collins Presidio School of Management, USA Russell M. Genet Orion Institute, USA Introduction Most observers have agreed that the theory of human behavior derived from the assumption of selfish rationality is inadequate to describe human behavior and human organizations (Rousseau et al., 1998). The issue is what other approach to theory building will provide an adequate theoretical toolkit for human behavior. We argue in this essay that evolutionary theory is the proper foundation for the human sciences, particularly a theory that includes an account of cultural evolution. This theory shows how the limited but real altruistic tendencies of humans arose by tribal-scale group selection on cultural norms followed by coevolutionary responses on the part of our genes. Our tribal social instincts in turn act as a moral hidden hand that makes human organizations possible. We introduce this theory and describe some implications of it for strategy and organization. In effect, managers want to control the cultural evolution of organizations so as to make them perform better. Understanding the tribal roots of our social instincts and the dynamic properties...
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...Running Head: End-of-Chapter Questions Week 1: Assignment Stephen DeMarco MGMT 597: Strat Considrs of Mgrs & Ownrs Devry University Tracy Phillips September 7, 2012 Week 1: Assignment 9.4. Assuming that the Montana law prohibits oral modifications of written contracts without actual performance/execution, then unless some profit-sharing was actually paid, or some memorandum exists from Loren proving the profit-sharing agreement was made, then Dennis cannot enforce the modified agreement, because he cannot satisfy the burden of production necessary to prove the contract's existence. In the area of the ethics of Loren's actions, ethical judgments are subjective, so the question is irrelevant, because it has no effect on the legal outcome of the dispute. The contract is either enforceable or it's not -- that is the only issue. (Winkel v. Family Health Care, 1983) 10.7. Mr. Peter Andrus made an offer to purchase insurance for an apartment building for $24,000. Durick Insurance rejected the offer Mr. Andrus made and made a counteroffer containing an automatic acceptance absent affirmative notification. Mr. Andrus' did not reply to the counter offer. As such the failure to pay the premiums as requested by Durick is notice to Durick of the rejection of the counteroffer. So Mr. Peter Andrus wins. (J.C. Durick Insurance v. Andrus, 1980) 11.4. Mr. Ralph Gough was under a preexisting duty to construct the trusses for...
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...[/ [MISSING] [NOCUM] ;] DATA; INPUT dept$ pos$; CARDS; CM CLK CM MGR BA CLK BA CLK CM MGR EE MGR EE CLK CM CLK CM MGR BA CLK BA CLK CM MGR EE MGR EE CLK RUN; PROC FREQ ORDER=FREQ; TABLES dept*pos / MISSING NOCUM; RUN; Frequency‚ Percent ‚ Row Pct ‚ Col Pct ‚CLK ‚MGR ‚ Total ƒƒƒƒƒƒƒƒƒˆƒƒƒƒƒƒƒƒˆƒƒƒƒƒƒƒƒˆ CM ‚ 2 ‚ 4 ‚ 6 ‚ 14.29 ‚ 28.57 ‚ 42.86 ‚ 33.33 ‚ 66.67 ‚ ‚ 25.00 ‚ 66.67 ‚ ƒƒƒƒƒƒƒƒƒˆƒƒƒƒƒƒƒƒˆƒƒƒƒƒƒƒƒˆ BA ‚ 4 ‚ 0 ‚ 4 ‚ 28.57 ‚ 0.00 ‚ 28.57 ‚ 100.00 ‚ 0.00 ‚ ‚ 50.00 ‚ 0.00 ‚ ƒƒƒƒƒƒƒƒƒˆƒƒƒƒƒƒƒƒˆƒƒƒƒƒƒƒƒˆ EE ‚ 2 ‚ 2 ‚ 4 ‚ 14.29 ‚ 14.29 ‚ 28.57 ‚ 50.00 ‚ 50.00 ‚ ‚ 25.00 ‚ 33.33 ‚ ƒƒƒƒƒƒƒƒƒˆƒƒƒƒƒƒƒƒˆƒƒƒƒƒƒƒƒˆ Total 8 6 14 57.14 42.86 100.00 Or we can use he WEIGHT statement specifies a numeric variable with a value that represents the frequency of the observation. DATA; INPUT dept$ pos$ weight; CARDS; CM CLK 1 CM MGR 2 BA CLK 2 EE MGR 1 EE CLK 1 RUN; PROC FREQ ORDER=INTERNAL; WEIGHT weight; TABLES dept*pos...
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...MQC 022010 ICT1 ESSAY 1: PART 1: COMMON TRENDS IN THE USE OF TEAMS ▪ USE OF TEAMS BEYOND FORMAL WORK GROUPS - EMPOWERMENT ▪ CROSS FUNCTIONAL –IMPROVING ORGANISATIONAL INTEGRATION, ADAPTIVE DESIGN, DEALING WITH ORG. AS A SYSTEM ▪ E’ee INVOLVEMENT T. – INCREASE E’ee PARTICIPATION ACROSS ALL AREAS OF ORG, INNOVATION ▪ VIRTUAL T. – IT AS AN ENABLING PROCESS, DEALING WITH COMPLEX ENVIRON’T, DIVERSITY & BROADER RANGE OF TALENT, EFFICIENT ▪ SELF-MANAGED T. – REPORT TO HIGHER MGT, NOT MID/LOW LEVELS, PARTICIPATION, EMPOWERMT, INTERNAL SUPERVISION, FAST & PROCESS COMPLETE, BEST PRACTICES BC INTERNAL CONTROL & DIRECTION, HIGHLY MOTIVATING, CREATIVE PROBLEM SOLVING, UNLIMTED CAPACITY ▪ COMMITTEE – SPECIAL/LIMITED TASK, ONGOING BASIS, NARROW AGENDA, DEALS WITH ISSUES, PROBLEM SOLVING CAPACITY ▪ PROJECT/ TASK FORCE – DIVERSE SKILLS OF MEMBERS, SPECIFIC PURPOSE, MEM’s HAVE EXPERTISE ACROSS RANGE OF AREAS & ABILITIES PART 2: CHALLENGES OF TEAM MANAGERS ▪ DECISION MAKING PROCESS ▪ GROUP THINK ▪ SOCIAL LOAFING ▪ UNEVEN PARTICIPATION ▪ LACK OF COMMITMENT ▪ LACK OF INVOLVEMENT ▪ LACK OF PURPOSE ▪ LACK OF SENSE OF RESPONSIBILITY FOR OWN TASKS OR TEAMS SUCCESS ▪ AGGRESSION ▪ INTERNAL COMPETITION ▪ WITHDRAWAL PART 3: SOLUTIONS TO ABOVE ▪ CLARIFY GOALS & PROVIDE DIRECTION ▪ CLARIFY DESIRED LEVEL OF ACCOMPLISHMENT ▪ DECREASE GROUP NUMBER ▪ SELECT STRONG & COMMITTED T. LEADER ...
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...Keith Parkinson 2/3/15 Auditing Case 1: Merry-Go-Round Merry-Go-Round (MGR) is a clothing retailer that was founded in 1968. The company’s locations were in malls that targeted the youth and teen market. In the late 1980s, the company was listed by Forbes magazine as one of the top 25 companies. By the early 1990s, sales fell due to stiff competition from other retailers. Facing bankruptcy, the company hired turnaround specialists from Ernst and Young (E&Y) to help overcome the financial crisis. However, the company filed for Chapter 11 reorganization and due to that a group of 9,000 creditors filed a lawsuit against E&Y saying they were the main reason for MGR’s decline. First of all, E&Y violated GAAS first standard that states, “The audit is to be performed by a person or persons having adequate technical training and proficiency as an auditor.” The turnaround team included inexperienced personnel that included a retired consultant, a partner with little experience in the U.S. and with retail firms, and two recent college graduates. I would say the first standard of Field Work was violated because the work wasn’t adequately planned and there was no supervision. The leader of the team took an eight-day vacation at critical point during the engagement. Also, while store closing were key to MGR’s survival, only 230 of 1,434 stores had been closed and MGR still operated two stores in some malls. Last, the cost-cutting strategy called for only $11 million in...
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...| | | | | | | | | | | | | | | | | | | | | | | KCM-EP-04 Appendix 01 | | ENVIRONMENTAL INCIDENT REPORT | | | | | | | | | | | | | | | | | | | | | | | | | IBU: Nchanga –TLP SX | | | | | | Report No: 01 | | | | | | | | | | | | | | Date of Incident: 09.02.12Time of Incident: 10:00Hrs | | | | | Category of Incident: Class 2 | | | | | | | | | | | | | PART A – WHAT HAPPENED | Type of Incident: | | Hazardous Material | | | Water Pollution | | | Land Pollution | | | | | | | | | | | | | | | Noise | | | | Vibration | | | | Air Pollution | | | | | | | | | | | | | | | Tailings Spill | | PLS TANK OVER FLOW | Other(Specify) | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Persons Involved: | | | | | | | | | | | a) Person(s) directly involved. | Name | Occupation | Employer | | | | | | | | | | | | | b) Witnesses. | | | | | | | | | | | | | | | | | | | | | | | | Damage to plant or property that occurred/may have occurred: * non | | | | | | | | | | | | | | | PART B - HOW DID IT HAPPEN | | | | | | | | | | (Explain clearly how the incident occurred. This should be brief, in dot point form, providing the facts only...
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...The summary of Management Control Systems – Kenneth A. Merchant [Prentice Hall] Summarized by Mooyoung Son Linkoping University SMIO 2009 http://cyworld.com/zekison The summary of Management Control Systems – Kenneth A. Merchant [Prentice Hall] Summarized by Mooyoung Son Linkoping University SMIO 2009 http://cyworld.com/zekison Chap 1 : MANAGEMENT AND CONTROL 1) Causes of Management -Lack of Direction -Motivational Problems -Personal Limitation 2) Avoidance -Activity elimination : Eliminate what is not working properly -Automation -Centralization -Risk Sharing Chapter 2 SECTION II 3) Result Control : Preventive type Control Helps Mgr to address strategy, org, employees are performing - Steps : 1. Define Performance dimension 2. Measure Performance 3. Setting Target 4. Provide Reward Requirement for Effective Result control : - Knowledge of desired result : Org should know what result are desired - Ability to influence desired result : Employee have influence on result (Controllable) -Ability to measure Controllable result effectively : Org can measure result effectively (Measurable) Result measure should be : Precise, Objective, Timely, Understandable Chapter 3 4) Action Control : To ensure employees act in org’s best interest a. Form of Action control - Behavioral constraints – Negative Form (You can’t do this You can’t do that) - Pre action Review – Scrutiny(详查정밀조사) of action plan (What will they do?) - Action Accountability – (의무義務) Hold employees for action required...
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...The summary of Management Control Systems – Kenneth A. Merchant [Prentice Hall] Summarized by Mooyoung Son Linkoping University SMIO 2009 http://cyworld.com/zekison The summary of Management Control Systems – Kenneth A. Merchant [Prentice Hall] Summarized by Mooyoung Son Linkoping University SMIO 2009 http://cyworld.com/zekison Chap 1 : MANAGEMENT AND CONTROL 1) Causes of Management -Lack of Direction -Motivational Problems -Personal Limitation 2) Avoidance -Activity elimination : Eliminate what is not working properly -Automation -Centralization -Risk Sharing Chapter 2 SECTION II 3) Result Control : Preventive type Control Helps Mgr to address strategy, org, employees are performing - Steps : 1. Define Performance dimension 2. Measure Performance 3. Setting Target 4. Provide Reward - Requirement for Effective Result control : - Knowledge of desired result : Org should know what result are desired - Ability to influence desired result : Employee have influence on result (Controllable) -Ability to measure Controllable result effectively : Org can measure result effectively (Measurable) Result measure should be : Precise, Objective, Timely, Understandable Chapter 3 4) Action Control : To ensure employees act in org’s best interest a. Form of Action control - Behavioral constraints – Negative Form (You can’t do this You can’t do that) - Pre action Review – Scrutiny(详查정밀조사) of action plan (What will they do?) - Action Accountability...
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...Prediction: On 07/19/16 Point Of Contact (POC) contacted Asset Protection Manager (APM) Jakub Orlando, regarding workplace violence for store#14370, that took place on 07/16/16. Facts: On 07/19/16, APM Orlando reviewed CCTV footage. CCTV reviewed showed Shift Leader (SFL) Kinney Kevin leaving the store and couple minutes on his way back to into the store SFL Kevin begins to get into a physical altercation with an unknown individual. On 07/19/16, APM Orlando interview SFL Kevin with Store Manager (MGR) Ann Marie Fullerton as a witness. SFL Kevin stated that he stepped outside the store to make a phone call, while being outside SFL Kevin stated that a customer came up to him ( SFL Kevin) and asked him to return a product without a receipt. SFL...
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...On 05/05/16 Point Of Contact (POC) was contacted by Store Manager (MGR) Nadine Shaw-Kirlew regarding Service Clerk (STKD) Jonathan Forant, who tempered with stores camera system. On 05/09/16 Asset Protection Manager (APM) Jakub Orlando reviewed CCTV video to confirm the allegation. CCTV footage showed STKD Forant looking at the camera and then proceeded to walk away from the camera view, once STKD Forant was not in the camera view, the camera would immediately turn and face the ceiling. On 05/11/16 APM Orlando took a look at the area where the camera is located. APM Orlando noticed that the camera had an exposing wire that was connected to the camera, when the expose wire would be pulled, the camera would begin to change the direction at...
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...Decentralized ! - Distance between MGMT and ops! • Communication between top mgmt and supervisors?! - Autonomy for plant mgr - operated as an independent business! • Employees tell mgrs about their bad decisions — where is top mgmt? (no input/guidance)! • Too many risks?! - HR - People like working there! • Large labour supply! • Performance based pay, fairness! • Grievance reviews! - GM, then HQ! - Does HQ need to get involved?! • Annual dinners with GMs, monthly crew meetings, employee surveys! - Discuss any employee problems! • No layoffs! - Reduced workweek instead! - Compensation! • 1. Production Incentive plan! - Bonuses for workgroups (25-40 workers) based on anticipated vs. actual production! - 80-150% of base wage - BIG! 1 Tuesday, September 9, 2014 - Late - Lose bonus for the day, Sick - Lose bonus for the week! • 4 forgiveness days per yr! • Too harsh? Maybe not considering strong labour pool! - Supervisors and maintenance included! • No bonus paid of equipment not operating on that shift! • 2. Department Manager Plan! - Annual bonus based on ROA for the plant! • Target of 25%! • Average 82% bonus in recent years! - High?! • 3. Non-Production/Department Mgr Plan! - Accountants, engineers, clerks, etc! - Bonus based primarily on ROA for their plant! - Could be over 25% of base salary! • 4. Senior Officers Incentive Plan! - inc. Plant General Mgrs! - Based on return on shareholders’ equity! - Could be several times base salary! - 60/40 stock/cash! - Low salary...
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...AY2011-12 TERM 2 MGMT104 ENTREPRENEURIAL MANAGEMENT Prof. Tan Wee Liang Group Report Done by: Audrey LOW Hui Xin Justus WEE Rui Hao LUO Jingwei Nicolas Olivier Valentin VILMIN TEO Wei Xin Entrepreneurial Management Group Report 1 Contents Abstract ........................................................................................................................................................ 4 Introduction ................................................................................................................................................. 5 Background of Manager............................................................................................................................ 5 Background of Entrepreneur ..................................................................................................................... 6 Attributes and personal beliefs system of both Manager and Entrepreneur ............................................. 7 Evaluation of Interviews ............................................................................................................................. 8 Manager’s Views on Entrepreneurship – Michael Goh ............................................................................ 8 Entrepreneur’s Views on Entrepreneurship – Peter Low .......................................................................... 9 Comparison of Views....................................................................
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