...Eagle Computers Organizational Structure Akpene Addo Teye Grand Canyon University: GKT - 660 October 30, 2013 Instructor: J. G. EAGLE COMPUTERS ORGANIZATIONAL STRUCTURE Every organization needs a management team which will see to the day-to-day activities of the organization. Without a management team, there is no direction for the organization, which could be likened to a house without the head. Eagle Computers cannot see progress without these teams of workers and without them EC is not. This brings us to the definition of a management team. Wikipedia defines management team as generally, a team of individuals at the highest herm of the organization who has the day-to-day responsibilities of managing the company or corporation; these individuals hold specific executive powers conferred onto them with and by the authority of the board of directors and/or the shareholders of the organization (Wikipedia, 2013). On this note, this paper takes a look at the management team of eagle computers with each team member’s peculiar talents or skills, the McKinney 7-s assessment /model as it applies to business, EC’s business-level strategy, and how it fits with the corporate strategy. Management Team/team talents or skills The management team of EC includes the chief executive officer (CEO), chief operations officer (COO), chief financial officer (CFO), chief information officer (CIO), chief technology officer (CTO), chief revenue officer (CRO),...
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...We explore, we discover, we’re the first to conquer. We make our own uncontested space which others follow. And create new pathways where no one exists. Dr. Lalit Khaitan - Chairman & Managing Director Abhishek Khaitan - Managing Director Dear Shareholders, I write this at a time when the world has begun to heave a sigh of relief as the first sign of the end of recession start appearing on the horizon. With this positive transformation taking place at the macro level, your company too has started gearing itself to reach new heights of business success. It will be our endeavor to take advantage of the emerging optimism in the global as well as Indian economy in the larger interest of our stakeholders. India today is at the cusp of a major growth era that may last for a very long time. Your company is well poised, after emerging relatively well from the recessionary period, to ride the rising curve of Indian growth story. While we intend to retain the ‘old is gold’, we are fully conscious to grab the new business opportunities that synthesize well with the growth pattern of the Indian economy. Year 2009-10 was indeed a fruitful year as we achieved an overall 23% net revenue growth. Our total volume stood at 14.6 mn c/s. Our brands like Magic Moments Vodka, 8 PM Whisky and Old Admiral Brandy were top earners and our new brand last year, Morpheus, struck a chord with our esteemed consumers. I assure you that your company will continue to gain significant market share in the...
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...RETAIL FOOD GROUP is a leading Australian retail food brand manager, franchisor and wholesale coffee roaster. It designs, develops and manages franchise systems and is the intellectual property owner and manager of the following retail and coffee brands: Donut King, Michel’s Patisserie, Brumby’s Bakery, Esquires Coffee Houses, bb’s cafe, Evil Child, Roasted Addiqtion and Barista’s Choice. For the 6th consecutive year since Listing (in June 2006), Retail Food Group continued to deliver enhanced performance and record outcomes for stakeholders. NPAT and EPS 6 year cumulative annual growth rates (cagr) of 35.8% and 24.2% respectively, reinforces Retail Food Group as an enterprise with franchise systems, business model and revenue streams capable of significant growth. NPAT Core NPAT EPS (Basic) 30 30 25 25 20 20 15 15 10 DPS 10 5 0 5 FY07 FY08 FY09 FY10 FY11 ($m) Revenue 140 FY10 FY11 0 ($m) FY07 FY08 FY09 FY10 FY11 FY08 FY09 FY10 FY11 (cents) Net Operating Cashflows Adj. Revenue 120 25 80 20 60 15 40 Net Debt Reduction 30 100 (cents) 10 20 0 5 FY07 FY08 FY09 FY10 FY11 ($m) FY10 FY11 0 ($m) FY07 FY08 FY09 FY10 FY11 ($m) Outlets Network Sales 700 600 1200 500 1000 400 800 300 600 200 400 100 200 0 FY07 FY08 FY09 FY10 FY11 ($m) 0 FY07 FY08 FY09 FY10 FY11 FY10 FY11 ($m) ...
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... 13 INCORPORATION OF CREDIT-RATING IN DEPOSIT ADVERTISEMENTS CRISIL Ratings 15 FINALISATION OF MATTERS RELATING TO ACCEPTANCE OF DEPOSITS Limits on Amounts Invited for Acceptance 17 The FERA Factor Penalty for Accepting Deposits in Excess of Limits PAYMENT OF INTEREST 19 Penalties for Default REMEDIES FOR REFUND OF DEPOSITS 20 Company Law Board Writ Jurisdiction THE CONTROVERSIAL RULE 3A 21 COMMERCIAL PAPERS...
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...NEW DIRECTIONS AWE LIMITED ANNUAL REPORT 2011 NEW DIRECTIONS The Chairman’s Report 2 The Managing Director’s Report 6 RECENT PERFORMANCE Review of 2010-11 Operations 8 Directors’ Report 26 Corporate Governance 43 Financial Statements 49 2 010-11 was a challenging year for AWE shareholders and a year in which the Board and Management of the Company has been transformed. AWE completed the tail end of its major exploration program. The lack of major success over this two year program coincided with the global financial crisis, and the announcement of a new Carbon Tax and a new onshore Petroleum Resource Rent Tax in Australia. This combination of factors resulted in the Company’s share price underperforming. However, the Company has implemented changes to address its recent underperformance and to build a foundation for future growth and success. AWE is now in a sound financial position, with an excellent portfolio of diverse production assets delivering strong, long term cash flows. The Company’s strategy has been revised and a number of Board and Management changes have been implemented. The forward strategy will involve a greater technical and commercial focus aimed at maximising the value of the Company’s assets and delivering a profitable and sustainable future. AWE will pursue growth through selective exploration and acquisition opportunities. This will include opportunities in the broader energy industry as well as in conventional upstream oil...
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...Section 7: Conclusion Section China and the World: Scenarios to 2025 7 Conclusion Given the importance of China today, there can Wild cards are low probability events which be no doubt that the determination of Chinese would have a significant impact if they were to leadership to maintain the course of reform will occur. In the case of China they could include : be a decisive factor in the global future. It is • A possible Taiwan conflict : equally true that the support of other global How would China react if Taiwan were to players and their preparedness to welcome declare independence ? For many years China in its gradual rise in greatness will have a independence was not an issue as the direct impact on how China emerges. Given the Kuomintang rulers of Taiwan claimed they close connection between China and global were the real government of China and welfare, these scenarios indicate that outsiders had no interest in relinquishing their claim must appreciate the scale of the challenges on sovereignty. But independence has faced by the government in Beijing, and that become an issue with the rise of generations those in China need to comprehend the born and raised on the island. They have sensitivities of outsiders to its rise. successfully established democratic rule and some do not want to be subject to rule Raising awareness of differing sensitivities is an important role that scenarios can play. from a distant capital. The implications of...
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...------------------------------------------------- ENVIRO-MAT PVT(LTD 14356 Street Msasa Harare Zimbabwe Phone 04-7737848 Fax 04- 63447658 0773145549, 0775025859 0774723093 Email Address: enviromatpvt@gmail.com CONTENTS PAGE Contents page Contents ….....................................................................3 Executive Summary.......................................................4 Business Description.....................................................5 Management and Organization....................................7 Production and Operations...........................................13 Marketing Plan...............................................................19 Financial Plan……….....................................................27 EXECUTIVE SUMMARY Enviro-Mat is a construction company that seek to specialise in the manufacturing of building materials from waste. The main aim of the business is to reduce the amount of land and water pollution at a profit. Environ-Mat is aiming at producing workable bricks from post-consumer used products. Enviro-Mat is owned by four directors Mr Ngonidzashe Utete as the CEO, Miss Lavender Marisa, Miss Epiphania Rwodzi and Mr Noel Jiri as the board of directors. Enviro-Mat will provide a great deal of environmental responsibility by putting in place measures to facilitate that the environmental input of its operations is minimal. It intends to start operation by 1August 2013...
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...2013 ANNUAL REPORT NAME OF ENTITY Super Retail Group Limited ABN OR EQUIVALENT COMPANY REFERENCE ABN 81 108 676 204 REGISTERED OFFICE 751 Gympie Road LAWNTON QLD 4501 Telephone (07) 3482 7900 Facsimile (07) 3205 8522 SHARE REGISTRY Link Market Services Level 12, 680 George Street SYDNEY NSW 2000 BANKERS Australia and New Zealand Banking Group Limited Commonwealth Bank of Australia HSBC National Australia Bank AUDITORS PricewaterhouseCoopers SOLICITORS Mallesons Stephen Jaques STOCK EXCHANGE LISTING Super Retail Group Limited shares are quoted on the Australian Securities Exchange WEBSITE www.superretailgroup.com THE ANNUAL GENERAL MEETING The Annual General Meeting of the Shareholders of Super Retail Group Limited will be held at Kedron Wavell Services Club, Long Tan Room, 375 Hamilton Road, Chermside South, Queensland on Wednesday, 23 October 2013 at 11.30 am. CONTENTS CHAIRMAN AND MANAGING DIRECTOR’S REPORT ... 3 CORPORATE GOVERNANCE STATEMENT ..................... 5 ANNUAL REPORT ........................................................... 11 DIRECTORS’ REPORT ...................................................... 12 COMPREHENSIVE INCOME STATEMENT ...................... 34 STATEMENT OF FINANCIAL POSITION ......................... 35 STATEMENT OF CHANGES IN EQUITY .......................... 36 STATEMENT OF CASH FLOWS ....................................... 37 NOTES TO THE FINANCIAL STATEMENTS ..................... 38 DIRECTORS’ DECLARATION .............................
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...Internship Report ON [pic] YOUR INVESTMENT PARTNER. Internship Report ON Sick Industry Rehabilitation Of Bangladesh Shilpa Bank Submitted To Mr: Mamtazuddin Ahmed Professor Department of Accounting & Information Systems University of Dhaka Submitted By Md. Zakir Hossain BBA (AIS), 8th Batch Roll-161 Department of Accounting & Information Systems University of Dhaka. DEPARTMENT OF ACCOUNTING & INFORMATION SYSTEMS UNIVERSITY OF DHAKA May 10, 2007 LETTER OF TRANSMITTAL Date: 10/05/2007 Mr: Mamtazuddin Ahmed Professor Department of Accounting & Information Systems University of Dhaka Sub: Submission of internship report on “Sick Industry Rehabilitation Of Bangladesh Shilpa Bank” Dear Sir, Here is my internship report on “Sick industry Rehabilitation of Bangladesh Shilpa Bank.” While preparing this report, I tried my best to follow the instructions that you have given me. This report is prepared for the fulfillment the requirement of the BBA Program. The entire report is based on my practical experiences in bank. I have furnished all the things what I have learnt during the internship program at Bangladesh Shilpa Bank, Head Office, Dhaka. I shall be highly encouraged if you are kind enough to receive this report. Thanking you. Sincerely yours, -------------------------- Md. Zakir Hossain BBA (AIS), 8th Batch Roll-161 Department of...
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...Question 1 1. The principle or rule known as the maintenance of share capital is based on the need to protect shareholders and creditors. Share capital is the contribution made by shareholders by subscribing shares of the company. A company’s creditors can only look to the share capital for the payment in the event of a winding up. To protect creditors, a general rule known as the rule in Trevor v Whitworth was developed to prohibit a company from reducing its share capital because a reduction in capital would prejudice the rights of creditors. Moreover, the reduction would in effect diminish the pool of funds available to the company to pay its creditors. The rule in Trevor v Whitworth has been incorporated into Ch 2J of the Corporations Act 2001.Certain provisions of the Corporations Law 2001 seek to enforce the rule Trevor v Whitworth. There are a few Sections of the Corporations Act 2001 that enforce the maintenance of capital principle (or the rule of Trevor v Whitworth). Section 254T of the Corporations Act 2001 stated that a dividend may only be paid from profits. The Section 254T of the Corporations Act 2001 states that a company must not pay a dividend unless: the company’s assets exceed its liabilities before the dividend is declared and the excess is sufficient for the payment of the dividend, and; the payment of the dividend is fair and reasonable to the company’s shareholders as a whole and; the payment of the dividend does not materially prejudice the company’s...
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...October 2010 The Manager Company Announcements Office Australian Stock Exchange Limited PO Box H224 Australia Square SYDNEY NSW 2000 Dear Sir/Madam 2010 ANNUAL REPORT Please find attached Navigator Resources Limited’s 2010 Annual Report which is being dispatched to shareholders today. A copy will also shortly be www.navigatorresources.com.au. Yours sincerely NAVIGATOR RESOURCES LTD available on the Company’s website at GERRY KACZMAREK Company Secretary Ground Floor, 45 Richardson Street WEST PERTH WA 6005 PO Box 276 WEST PERTH WA 6872 Telephone: (08) 9226 5311 Facsimile: (08) 9226 5411 Email: navigator@navigatorresources.com.au Website: www.navigatorresources.com.au ASX Code: NAV ACN: 063 366 487 2 0 10 ANNUAL REPORT SUCCESSFUL TRANSITION TO MID-TIER GOLD PRODUCER 2010 AN NUAL REPORT 2 N AV I G ATO R R E S O U R C E S L I M I T E D Corporate Directory Navigator Resources Limited ABN: 82 063 366 487 DiRectoRs & seNioR MANAgeMeNt Directors Dr Allan trench Mr David Hatch Mr gordon galt Mr Matt Healy Mr ian Macpherson Mr John shipp Senior Management Mr trevor cook Mr gerry Kaczmarek Mr Bernie Kirkpatrick Miss Michelle simson Mr ian Bignell Non-executive chairman Managing Director Non-executive Director Non-executive Director Non-executive Director Non-executive Director PRiNciPAL PLAce oF BusiNess & RegisteReD oFFice ground Floor, 45 Richardson street West Perth, Western Australia 6005 Tel: (08) 9226 5311 Fax: (08) 9226 5411 Email:...
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...which Union Airways had ordered for the Tasman service, and in August 1939, the incorporation of Tasman Empire Airways Limited (TEAL) - later to become Air New Zealand - was sufficiently advanced for ZK-AMA "Aotearoa" to fly to New Zealand. 1940 April 26: TEAL registered in Wellington as a limited liability company. Original holdings were: New Zealand Government 20%, Union Airways 19%, BOAC 38% and Qantas 23%. Chairman of Directors - Colonel N S Falla; Deputy Chairman - A E Rudder. The board reported to the Tasman Air Commission, which itself reported to the New Zealand, Australian and British Governments. April 30: Inaugural Auckland-Sydney flight ZK-AMA "Aotearoa", then weekly. First service commanded by Captain J W Burgess with 10 passengers. May 2: First return flight. August: TEAL increased the frequency of its Auckland-Sydney service to three times a fortnight. Connection was made at Auckland with Pan American Airways' San Francisco-Auckland flying-boat service. 1941 March 31: TEAL's first annual report revealed that 130 trans-Tasman flights had been completed, 174,200 miles flown and 1461 passengers carried. That first year realised a profit, prior to taxation and dividend, of £3l,479 ($62,958). 1942 During the year to March 3l, 1942, TEAL undertook several special charter and reconnaissance flights to New Caledonia, Fiji, Tonga, Samoa and Hawaii to assist the war...
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...1. ORIGIN OF THE REPORT This assignment is originated as the course requirement of FIN 335, which is termed to be a major course for the B.B.A program. As this assignment is based on Security Exchange Commission of Bangladesh, so we have to work with limited time. We were assigned the assignment on “Security Exchange Commission” around 30 days ago, and we went around looking for its source of existence and also searched the internet to get enough updated knowledge. 1. OBJECTIVE OF THE STUDY ➢ To present an overview of Security Exchange Commission. ➢ The Function of Security Exchange Commission. ➢ The objective of this report is to make readers know about Security Exchange Commission of Bangladesh. 1.2SCOPES AND METHODOLOGY OF THE REPORT SCOPE: After being assigned the assignment, we found that the scope of the report was confined to various related websites. The report is solely based on terms and concepts related to Security Exchange Commission. METHODS: This assignment has been prepared on the basis of experience gathered during the period of FIN 335 course. For preparing this assignment, we have also got information from various websites and Security Exchange office at Motijheel ‘ Jibon Bima Bhaban ‘which may provide successful results considering this report. 1.3 LIMITATIONS ✓ Some websites had no direct reference. ✓ Unable to collect enough information from due to their official restrictions. ...
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...singapore airlines annual report 2009/2010 Singapore Airlines achieved a net profit attributable to equity holders of S$216 million for the financial year ended 31 March 2010. During the first half of the year, demand for air travel declined due to the global economic slowdown as well as the outbreak of Influenza A (H1N1). The Group recorded a net loss attributable to equity holders of S$466 million for the first half of the financial year. Despite the difficult times, the Airline did not lose sight of its commitment to delivering product and service innovation. Singapore Airlines continued to invest in its long-term future by flying its flagship aircraft, the Airbus A380, to more destinations, rolling out a cabin renewal programme for selected Boeing 777 aircraft, and opening a new service centre in the heart of Singapore’s premier shopping belt. Market conditions gradually improved in the second half of the financial year. Reflecting this, the Airline recorded higher passenger and cargo traffic. Together with the S$404 million net profit in the third quarter, the fourth quarter net profit of S$278 million reversed the S$466 million loss recorded in the first half of the financial year. The business outlook for the Group in FY 2010-2011 is encouraging, although the sustainability of the recovery depends on developments in the world economy and on business and consumer confidence. The Airline plans to increase capacity in a measured manner in the new financial year. This...
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...ANNUAL REPORT 2012/13 CONTENTS 002 Statistical Highlights 006 Board of Directors 010 Chairman’s Letter to Shareholders 012 Corporate Data 014 Significant Events 018 The Year in Review 020 Network 021 Fleet Management 022 Products and Services 026 People Development 030 Environment 031 Supporting Our Communities 032 Subsidiaries 036 Selected Awards 038 Statement on Risk Management 039 Corporate Governance Report 065 Financials 201 Notice of Annual General Meeting On the Cover: Flight Stewardess Nur Surya Ambiah is featured with the Dendrobium Singapore Girl Orchid. THE SINGAPORE AIRLINES GROUP ACHIEVED A NET PROFIT ATTRIBUTABLE TO EQUITY SHAREHOLDERS OF $379 MILLION FOR THE FINANCIAL YEAR ENDED 31 MARCH 2013. THIS WAS DESPITE RECORDING A LOWER OPERATING PROFIT AMID PERSISTENTLY HIGH FUEL PRICES AND LOWER YIELDS DUE TO WEAK GLOBAL ECONOMIC CONDITIONS. The 2012/13 financial year was one of significant development for the SIA Group, with numerous initiatives to strengthen the three main pillars of our brand promise, namely Service Excellence, Product Leadership and Network Connectivity. 002 SINGAPORE AIRLINES STATISTICAL HIGHLIGHTS Financial Statistics R1 2012-13 The Group Financial Results ($ million) Total revenue Total expenditure Operating profit Profit before taxation Profit attributable to owners of the Parent Financial Position ($ million) Share capital Treasury shares Capital reserve...
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