...Report One Nation, Different Values in China One nation, different values in China- China with its vast population and resources is one of the fastest emerging powerhouses which benefited the most from globalization along with India. So instead of going with the approach of spreading universal values and norms, many companies went in with different values in China. For Google, to enter the Chinese market certain amount of data had to be censored. So Google came up with Google.cn for its Chinese users. Google.cn censored some data on the request of the Chinese Government. But in 2006, search engine companies Yahoo! and Google found themselves in the public spotlight for censoring data that their Chinese users could see. Yahoo! also handed over information to authorities which led to imprisonment of its users. Like in the case of an online writer who was jailed for 8 years for his article on corruption. Political topics such as police brutality, Tibetan independence movement, Taiwan independence were censored. This censoring of data was similar to the case of Star TV’s dropping of BBC from its Chinese networks. Retailers focus is on social and environmental standards for imports to Europe and North America. That is they are more concerned with providing adequate working conditions, proper wages etc. In China, consumers are more concerned with safety and quality issues than with labor or the environment. As labour was easily available and at a cheap rate, it was never a concern...
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...Corporate Governance in China shareholding accounts for at least 50% of the total share capital of a joint stock company; or a shareholder whose capital contribution or shareholding, although not accounting for 50%, is nonetheless, through the voting rights attaching to his or her capital contribution or his or her shareholding, able to materially affect the resolutions of the shareholders’ meeting or shareholders’ general meeting.” Regulations governing related-party transactions have been strengthened. Amendments to the Company Law now establish procedures for entering into related-party transactions, and require shareholder approval before a company can provide security to a shareholder or to the actual controlling person/entity. However, rules concerning majority/controlling shareholders should be more clearly elaborated as the market for corporate control/takeover develops in China. The CSRC Code is fairly detailed in its description of rules pertaining to related-party transactions. First, such matters as the nature, type, and other pertinent information of related-party transactions among a listed company and its connected parties should be disclosed in accordance with relevant regulations (“Disclosure of Related-Party Relationship and Transactions” published by the MOF in 1997 and rules as amended by the CSRC from time to time regarding the contents and standard format for information disclosure). Second, listed companies should take efficient me...
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...Implementing Earned Value Easily and Effectively Published in Project Management Journal, June 1998 Daniel M. Brandon, Jr., Ph.D. Christian Brothers University School of Business 650 East Parkway South Memphis, TN 38104 Phone: (901) 321-3615 Fax: (901) 321-3566 E-Mail: dbrandon@odin.cbu.edu Implementing Earned Value Easily and Effectively Abstract “Earned Value” is a very powerful approach for the evaluation of true project performance. It also provides a quantitative basis for estimating actual completion time and actual cost at completion. However the effective use of this important technique is rare outside of the US Government and its contractors. There are several reasons for this general lack of use, and the associated implementation problems are discussed herein. This article also presents some methodology and specific techniques to overcome each of these problems, thus providing an effective and relatively easy implementation of earned value. Implementing Earned Value Easily and Effectively “Earned Value” is a quantitative approach to evaluate true performance of a project both in terms of cost deviation and schedule deviation. It also provides a quantitative basis for estimating actual completion time and actual cost at completion. However the effective use of this important technique is relatively rare outside of the US Government and its contractors [4]. It is one of the most underused cost management tools available...
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...USING THE EARNED VALUE COST MANAGEMENT REPORT TO EVALUATE THE CONTRACTOR'S ESTIMATE AT COMPLETION David S. Christensen, Ph.D. College of Business Southern Utah University 351 West, Center Street Cedar City, UT 84720 Phone: (435)865-8058 Email: Christensend@suu.edu Published in Acquisition Review Quarterly (Summer 1999) BIOGRAPHY David S. Christensen is an Associate Professor of Accounting at Southern Utah University in Cedar City, Utah. After receiving a Ph.D. from the University of Nebraska in 1987, he joined the faculty at the Air Force Institute of Technology, where he taught undergraduate and graduate courses in earned value cost management for over ten years. David is a CPA, CMA, CGFM, and CCE/A, and is active in several professional associations, including the Society of Cost Estimating and Analysis, the American Accounting Association, and the Institute of Management Accounting. Presently, David serves as Associate Editor for the Journal of Cost Analysis. He has published extensively in the area of earned value cost management in Acquisition Review Quarterly, Project Management Journal, National Contract Management Journal, Journal of Parametrics, National Estimator, and the Journal of Cost Analysis. 2 USING THE EARNED VALUE COST MANAGEMENT REPORT TO EVALUATE THE CONTRACTOR'S ESTIMATE AT COMPLETION ABSTRACT The earned value cost management report is a valuable management tool for project managers. Its long association with earned value management...
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...A project may be defined as a series of related jobs usually directed toward some major output and requiring a significant period of time to perform. Project management can be defined as planning, directing, and controlling resources (people, equipment, and material) to meet the technical, cost, and time constraints of the project. According to "What Is Project Management" (2014), “ Project management processes fall into five groups: •Initiating -in this stage of project management, the goals and objective of the project are identified. This phase also involves setting expectations and knowing what the end product would be. All the stakeholders in a project including the project manager, business executive, and client (if applicable) must be involved in defining the project. •Planning- after the goal has been identified, the next step is to think how the objective is best accomplished. This includes designating people to appropriate roles, allocating resources, and setting milestones. The project manager should also analyze how long each task will take to complete and how it will affect the deadline. Additional staff can be assigned to work at the critical points of the project if this is required. •Executing- this phase involves implementing the plan that has been created by the project manager and other stakeholders. The project manager has to manage the project constraints such as the budget, people, schedule, and project scope effectively. Each team member must start working...
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...FOREIGN TRADE UNIVERSITY HO CHI MINH CITY CAMPUS MID-COURSE INTERNSHIP REPORT Major: External Economics FORWARDING SERVICE FOR SEA EXPORTS AT MBS LOGISTICS VIETNAM. Internee: DƯƠNG UYÊN PHƯƠNG Student ID: 1201017269 Class: K51CLC2 Supervisor: Ms. Nguyễn Thị Quỳnh Nga Ho Chi Minh City, May 2015. SUPERVISOR’S REMARKS ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… ……………………………………………………………………………………… …………………………………………………………………………………….. Ho Chi Minh City,………………………… Supervisor TABLE OF CONTENTS PREFACE: 1 CHAPTER ONE: INTRODUCTION OF MBS LOGISTICS. 3 1.1. The formation and development process: 3 Brief history: 3 General information: 4 1.2. Functions, organizational structure and human resource management 5 Functions: 5 Organizational structure and human resource management: 5 1.3. Business outcomes in recent 4 quarters: 9 1.4.Roles of the forwarding service for air export in MBS Logistics: 9 1.5. Internship assignments in MBS Logistics: 10 CHAPTER TWO: THE PROCESS OF FORWARDING SERVICE FOR AIR EXPORT AT MBS LOGISTICS 11 2.1. Practical process: 11 2.1.1. Receive packing list from customers and send booking request: 12 2.1.2. Receive the consignments at warehouse: 12 2.1.2.1. Receive FCL at CY: 12 2.1.2.2. Receive LCL at CFS and consolidate into FCL 13 2.1.3...
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...SHAHEED SUKHDEV COLLEGE OF BUSINESS STUDIES | Indian and Chinese Derivative Markets | A Comparative Analysis | Submitted to: Dr. Kumar BijoyBy: Anney Banderwal - 75112Larika Azad- 75130Ayushi Sharma- 751142/18/2014 | Contents Acknowledgement 3 Introduction 4 History and Evolution 4 Medieval Europe 5 A Major Step Forward 6 The New World 7 The Computer Age 8 India 8 China 10 Comparative Study 12 Exchanges and Instruments 12 Regulatory Aspects 14 India 14 China Regulatory Framework 19 Conclusion 26 Bibliography 27 Acknowledgement We would like to take this opportunity to thank all those who have helped us in completing this project report. First of all we would like to thank our teacher Dr. Kumar Bijoy for guiding us throughout this project. Then we would like to thank our parents for their immense support. In the end we would like to thank GOD almighty for giving us strength to complete this project. Introduction A derivative is a financial contract which derives its value from the performance of another entity such as an asset, index, or interest rate, called the "underlying". Derivatives are one of the three main categories of financial instruments, the other two being equities (i.e. stocks) and debt (i.e. bonds and mortgages). Derivatives include a variety of financial contracts, including futures, forwards, swaps, options, and variations of these such as caps, floors, collars, and credit default swaps. Most derivatives...
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...Welcome to Week 1! Project Scope Definition and WBS In this course, we will explore project cost and schedule control! The focus of this week is developing the scope and the work breakdown structure (WBS). We will use the WBS to specifically detail the tasks required to complete any project. The scope is the starting document of a project. It defines the project. The WBS is created from the scope and is the basis on which several other project documents, such as the budget and schedule, will be derived from. Because the WBS is one of the foundations to our planning effort, it is critical to know and understand this tool. Shortcomings in the scope or WBS will translate to the rest of our planning documents resulting in real failures during project execution to attain goals in scope, cost, and schedule. It is, therefore, of primary importance that the scope and WBS are inclusive and detailed. Just remember that as a project manager, your family comes first but the project scope and WBS are not far behind. Introduction Cost and schedule form two sides of the iron triangle of project management with the third side being the collection of scope, quality, and performance. This makes cost and schedule paramount concerns to a project manager. Cost and schedule control on a project are vital to a successful project. As you know, this course is named Project Schedule and Cost Control, which may imply that the project is underway and it's time to go to work. However, the process...
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...[pic] Student Guide for Performance Based Service Acquisition And The Seven Step Process (ACQ 265) Nov 2009 Table of Contents UNIT 1 Introduction UNIT 2 Form the Team, Review Current Strategy, Market Research Step 1: Form the Team Step 2: Review the Current Strategy Step 3: Market Research UNIT 3 An Industry Perspective: Approaching an Acquisition UNIT 4 Requirements Definition Step 4: Requirements Definition UNIT 5 Develop your Sourcing Strategy Step 5: Sourcing Strategy UNIT 6 Execute the Strategy Step 6: Execute the Strategy UNIT 7 Performance Management Step 7: Manage Performance Appendices I Acronym List II Glossary | | | |Course Title |Performance Based Service Acquisition (ACQ 265) | | | | | | | |Lesson Title | Course Introduction | | ...
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...2013 SAMSUNG ELECTRONICS ANNUAL REPORT 2013 Financial Summary Samsung Electronics and Consolidated Subsidiaries 228,693 Income Statements Sales Operating Profit 2011 165,002 15,644 13,759 2012 201,104 29,049 23,845 2013 228,693 36,785 30,475 201,104 36,785 Net Income 29,049 165,002 15,644 Balance Sheets Assets Liabilities Shareholders’ Equity 2011 155,800 54,487 101,314 2012 181,072 59,591 121,480 2013 214,075 64,059 150,016 2011 2012 2013 Cash Flows Cash Flows from Operating Activities Cash Flows from Investing Activities Cash Flows from Financing Activities 2011 22,918 (21,113) 3,110 2012 37,973 (31,322) (1,865) 2013 46,707 (44,747) (4,137) (in billions of KRW) Sales and Operating Profit (in billions of KRW) Sales Operating Profit Challenge, Creativity, Collaboration By welcoming challenges of the new, creativity that pushes the possible and close and efficient collaboration, Samsung Electronics leads the astonishing evolution of technology, producing positive change for the world. 2011 22,918 This annual report includes forward-looking statements that relate to future events and can be generally identified by phrases containing words such as “believes,” “expects,” “anticipates,” “foresees,” “forecasts,” “estimates” or other words or phrases of similar meaning. These forward-looking statements are not guarantees of future performance and may involve known and unknown risks, uncertainties...
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...Project Management Project Management Assembled by Carter McNamara, MBA, PhD | Applies to nonprofits and for-profits unless noted Leaders Circles peer-training/coaching groups (nonprofits) | Authenticity Circles peertraining/coaching (for-profits) First-timers | Library home page | Library index of topics | Contact us Project management is a carefully planned and organized effort to accomplish a specific (and usually) one-time effort, for example, construct a building or implement a new computer system. Project management includes developing a project plan, which includes defining project goals and objectives, specifying tasks or how goals will be achieved, what resources are need, and associating budgets and timelines for completion. It also includes implementing the project plan, along with careful controls to stay on the "critical path", that is, to ensure the plan is being managed according to plan. Project management usually follows major phases (with various titles for these phases), including feasibility study, project planning, implementation, evaluation and support/maintenance. (Program planning is usually of a broader scope than project planning, but not always.) Categories of information include Overviews of Project Management Useful Skills -- Team Building and Group Leadership General Resources Related Library Links (including many other types of planning) On-Line Discussion Groups Various Perspectives What is Project Management? Overview...
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