...exchange rate system: exists when countries fix their currencies against each other at some mutually agreed on exchange rate. Dirty float: exists when a country tries to hold the value of its currency within some range of a reference currency such as the U.S. dollar. Gold par value: refers to the amount of a currency needed to purchase one ounce of gold. Country’s trade balance surplus and deficit The World Bank: International institution set up to promote general economic development in the world’s poorer nations. - to promote general economic development also called the International Bank for Reconstruction and Development (IBRD) Free float: Managed float: System under which some currencies are allowed to float freely, but the majority are either managed by government intervention or pegged to another currency. Currency crisis: Occurs when a speculative attack on the exchange value of a currency results in a sharp depreciation in the value of the currency or forces authorities to expend large volumes of international currency reserves and sharply increase interest rates to defend the prevailing exchange rate. Foreign debt crisis: Situation in which a country cannot service its foreign debt obligations, whether private sector or government debt. Banking crisis: A loss of confidence in the banking system that leads to a run on banks, as individuals and companies withdraw their deposits....
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...time-not, perhaps, since the late 1940s or early 1950s-have there been as many new major management techniques as there are today: downsizing, outsourcing, total quality management, economic value analysis, benchmarking, reengineering. Each is a powerful tool. But, with the exceptions of outsourcing and reengineering, these tools are designed primarily to do differently what is already being done. They are "how to do" tools. Yet "what to do" is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term success. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. This phenomenon is by no means confined to the United States. It has become common in Japan and Germany, the Netherlands and France, Italy and Sweden. And it occurs just as often outside business-in labor unions, government agencies, hospitals, museums, and churches. In fact, it seems even less tractable in those areas. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that N Feter F. Drucker is the Clarke...
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...time-not, perhaps, since the late 1940s or early 1950s-have there been as many new major management techniques as there are today: downsizing, outsourcing, total quality management, economic value analysis, benchmarking, reengineering. Each is a powerful tool. But, with the exceptions of outsourcing and reengineering, these tools are designed primarily to do differently what is already being done. They are "how to do" tools. Yet "what to do" is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term success. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. This phenomenon is by no means confined to the United States. It has become common in Japan and Germany, the Netherlands and France, Italy and Sweden. And it occurs just as often outside business-in labor unions, government agencies, hospitals, museums, and churches. In fact, it seems even less tractable in those areas. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the tight things are being done - but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that N Feter F. Drucker is the Clarke...
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...Cultural Competency Community Agency: The American Red Cross Linda Rahnn BSHS 422/ Cultural Diversity and Special Populations May 11, 2013 The American Red Cross serves our nation as one of the most premier humanitarian organizations around the world for helping people in crisis. Depending on the public’s contributions such as blood, time and money to support the resources needed to help the people in need. The Red Cross organization was founded by Clara Barton in Washington, D.C., May 21, 1881, inspired by the Global network after in Europe after the Civil War. Barton led the Red Cross for over 23 years, conducting the very first relief effort overseas aiding the U.S. military during the Spanish American War. The Red Cross has also implemented programs such as training for nutrition education and accident prevention. Other programs include home care, service to veterans and relief during major disasters among many other programs today. The Red Cross organization today includes supporter, volunteers and employees serving the U.S. in five critical areas that include (1) People affected in disaster crisis. (2) Support for the families of the military, (3) Blood collection and distributing, (4) Health and safety training, (5) International relief and developing. The Red Cross organization has achieved excellence in Corporate Governance with its principles founded in the Congressional Charter of the American Red Cross...
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...Ethics in Accounting | Managerial Accounting Q1 | | | Instructor: Nikolaos Kourkoumelis, Ph.D. | Student: Marija Lukic | 11/14/2012 | | Table of Contents The Ethics in Accounting case and the plan…………………………………………….4Incidentals of Authorization and Submittal…….………………………………………………………………..4Objective………………………………………………………………………………………………………………………..4 Use of Observational Techniques…………………………………………………………………………………….4 An overview of the Report……………………………………...……………………………………………………….4Introduction………………………………………………...…………………………………………5The importance of Ethics in Accounting…….……………………………………………………………………..6 Creative Accounting…………………………………………………………………………….…7 Accounting Scandals..……………………………………………………………………………………………………10 The Enron Scandal……………………………………………………………………………………..10 The WorldCom Scandal………………………………………………………………….…………..12The consequences of Creative Accounting……………………..…………………………………13Measures of Prevention……………………………………………………………………………………15Conclusion……………………………………………………………………….…………………..17Bibliography……………………………………………………………...…………………………18 | Table of Figures Figure1. A proposed framework for understanding accounting manipulation practices…….……...9 The Ethics in Accounting case and the plan Incidentals of Authorization and Submittal This report is submitted to Dr. Nikolaos Kourkoumelis , professor of “Managerial Accounting” , on November 14th 2012, as authorized on the second Week of Q1 classes, 2012. The research and report...
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...Strategic Research About the Lenovo Technology Company Kehao Wang (Leo) 1011906 Northwood University MGT- 4800- 02 Doctor Susan Dennett Oct .11.2014 Abstract Lenovo is a Chines multinational computer. It leads Chinese electronic industry market because it has successful competitive strategy and excellent management. As a one of global the Fortune Top 500 enterprises, and became the world’s largest personal computer manufacturer in 2013. (1) The Lenovo is worth research. Introduction Lenovo Group Ltd. (stylized as Lenovo) is a Chinese multinational computer technology company with headquarters in Beijing, China, and Morrisville, North Carolina, United States. It designs, develops, manufactures and sells personal computers, tablet computers, smartphones, workstations, servers, electronic storage devices, IT management software and smart televisions. In 2013 Lenovo was the world's largest personal computer vendor by unit sales. It markets the ThinkPad line of notebook computers and the Think Centre line of desktops. Lenovo has operations in more than 60 countries and sells its products in around 160 countries. Lenovo's principal facilities are in Beijing, Morrisville and Singapore, with research centers in those locations, as well as Shanghai, Shenzhen, Xiamen, and Chengdu in China, and Yamato in Kanagawa Prefecture, Japan. It operates a joint venture with EMC, Lenovo EMC, which sells network-attached storage solutions. It also has a joint venture with NEC, Lenovo...
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...TABLE OF CONTENTS CONTENTS | 1 | INTRODUCTION | 2 | PROBLEM STATEMENT | 16 | SOLUTION | 18 | RECOMMENDATION | 42 | CONCLUSION | 52 | REFERENCES | 55 | COURSEWORK | 56 | INTRODUCTION What Is International Trade? International trade theories are simply different theories to explain international trade. Trade is the concept of exchanging goods and services between two people or entities. International trade is then the concept of this exchange between people or entities in two different countries. People or entities trade because they believe that they benefit from the exchange. They may need or want the goods or services. While at the surface, this many sound very simple, there is a great deal of theory, policy, and business strategy that constitutes international trade. Below are the different trade theories that have evolved over the past century and which are most relevant today. Plus the factors that impact international trade and how businesses and governments use these factors to their respective benefits to promote their interests. What Are the Different International Trade Theories? In more recent centuries, economists have focused on trying to understand and explain these trade patterns. To better understand how modern global trade has evolved, it’s important to understand how countries traded with one another historically. Over time, economists have developed theories to explain the mechanisms of global trade. The main historical theories are...
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...industry players; or, would organic growth be a more beneficial option for generating the additional value needed to once again realign the company with both internal and external expectations? Analysis of the situation focused on three strategic issues found to be key in determining the firm’s strategic options: NSY’s core competencies; their internal environment which encompasses the firms operations, structure and culture; and how the industry trend of consolidation might affect the firm’s positioning. Based on a thorough analysis, it is recommended that NSY forgo an alliance with an industry player, instead focusing on organic growth. This growth is recommended to first begin by reinvigorating their e-commerce approach. NSY’s website must deliver on the value that was originally intended at the firms inception. Second, it is recommended that NSY steadily grow their brick and mortar footprint throughout locations that typically see substantial industry activity. This growth is suggested to begin as regional, and as finances allow, spread outward from their home base in Spain. These recommendations will enable NSY to build a recognizable brand within the industry; ultimately, creating the type of loyal consumer base that can aid the firm in meeting all future financial expectations. Overview &...
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...THE PUBLIC ACCOUNTING PROFESSION – INTEGRITY OF FINANCIAL REPORTING |LEARNING CHECK | 1. SEVERAL COMMON ATTRIBUTES OF ACTIVITIES DEFINED AS AUDITING ARE (A) SYSTEMATIC PROCESS, (B) OBJECTIVELY OBTAINING AND EVALUATING EVIDENCE, (C) ASSERTIONS ABOUT ECONOMIC ACTIONS AND EVENTS, (D) DEGREE OF CORRESPONDENCE, (E) ESTABLISHED CRITERIA, (F) COMMUNICATING THE RESULTS, AND (G) INTERESTED USERS. 2. A financial statement audit involves obtaining and evaluating evidence about an entity's financial statements for the purpose of expressing an opinion on whether the statements are presented fairly in conformity with established criteria--usually GAAP. Thus, the nature of the auditor's report is an opinion on the fairness of the financial statement presentation. A compliance audit involves obtaining and evaluating evidence to determine whether certain financial or operating activities of an entity conform to specified conditions, rules, or regulations. A report on a compliance audit takes the form of a summary of findings or assurance regarding degree of compliance. An operational audit involves obtaining and evaluating evidence about the efficiency and effectiveness of an entity's operating activities in relation to specified objectives. Reports on such audits include an assessment of efficiency and effectiveness and recommendations for improvements. 3. Independent auditors are individual practitioners or members of public accounting firms who render...
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... d. Responsibility. 2) The 5 E's of the accounting profession in Texas are Ethics, Enthusiasm, Education, Examination and Experience. a. True b. False 3) The P in CPA stands for Public? a. True b. False 4) The difference between what the public thinks it is getting in audited financial statements and what the public is actually getting is known as: a. Credibility gap b. Expectations gap c. Audit gap d. Stewardship gap e. None of the above 5) Which of the following is not a trend described in Chapter 1 as having an impact on the ethics of business? a. Directors’ legal liability b. Management’s stated intention to protect reputation c. Auditors’ legal liability d. Management’s assertions to shareholders on the adequacy of internal controls e. Management’s stated intention to manage risk 6) Which corporate report discusses subjects that include environmental, health and safety, philanthropic and other social impacts? a. Corporate annual report b. Corporate social responsibility report c. Corporate quarterly report d. Corporate stakeholder report e. Corporate ethics committee report 7) The goal of the State Board of Public Accounting is to protect the public? a. True b. False 8) Professional Accountants, in their fiduciary role, owe their primary loyalty to: a. The accounting profession b. The client c. The general...
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...A Model for Small Tennessee Municipalities 1 Table of Contents Building a case for Succession Planning ....................................................................................... 6 National Statistics ........................................................................................................................ 6 Tennessee Public Management Statistics (TCMA) .................................................................. 8 Succession planning a component of Workforce Planning ......................................................... 8 Benefits of Succession Planning ................................................................................................. 10 Competencies ............................................................................................................................ 10 Timing ........................................................................................................................................ 11 Foundation ................................................................................................................................. 11 Additional Information and Preliminary Work .......................................................................... 12 Mission, Vision, Values, and Goals ............................................................................................ 12 . Resources ...................................................
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...pResented by the society of ActuARies, the cAsuAlty ActuARiAl society And the cAnAdiAn institute of ActuARies Risk Management: The Current Financial Crisis, Lessons Learned and Future Implications Copyright 2008 by the Society of Actuaries. R I s k M a n a g e M e n T: the current financial crisis, lessons learned and future implications introduction the current financial crisis presents a case study of a “financial tsunami” (as former federal Reserve chairman Alan Greenspan recently called it) on what can go wrong. its ramifications are far-reaching and the lessons learned will be embedded in risk management practices for years to come. As one of the premier enterprise risk professions in practice today, the actuarial profession is sharing its substantial insight into what went wrong and the implications for the future. on behalf of the society of Actuaries, the casualty Actuarial society and the canadian institute of Actuaries, we are pleased to provide a series of essays on Risk Management: The Current Financial Crisis, Lessons Learned and Future Implications. this e-book is the result of a call for essays on the subject coordinated by the following groups: • • • • The Joint Risk Management Section of the Society of Actuaries, Casualty Actuarial Society and Canadian institute of Actuaries The Investment Section of the Society of Actuaries International Network of Actuarial Risk Managers Enterprise Risk Management Institute International ...
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...and hardware subsystems toward the even greater unexploited potentials that intellectually-based systems offer:2 Obtaining higher value, more flexible, and more integrated services than internal sources can offer. Improving the company’s capacities to stay current and to innovate by interacting with “best in world” knowledge sources. Achieving cross-divisional coordination and shareholder value gains that the company — for internal structural or political reasons — could not otherwise achieve. Outsourcing Knowledge-Based Services The drivers for these trends are formidable. As the service sector has grown to embrace 80 percent of all U.S. employment, specialized service firms have become very large and sophisticated relative to the scale and expertise that individual staff and service groups have within integrated companies — whether in services or manufacturing (see Table 1). These specialists can develop greater knowledge depth, invest more in software and training systems, be more efficient, and hence offer higher wages and attract more highly trained people than can the individual staff groups of all but a few integrated companies. Given this greater knowledge depth and wider range of customer interactions, they can also become much more innovative than their internal counterparts might. Companies as diverse as British Petroleum, DuPont, MCI, Dell Computer, Beaumont Hospital, Ford, State Street Bank, Ameritek, Nike, and Argyle Diamonds dramatically...
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...leather goods in classic styles and in the 1980`s it opened exclusive Coach retail stores. Coach was sold to Sara Lee in 1985 and experienced rapid expansion. Coach`s product portfolio was expanded to include, accessories, luggage and briefcases and many more exclusive Coach stores and Boutiques were opened. By the late 1980`s there were 12 exclusive Coach retail stores as well as approximately 50 boutiques selling Coach products within lager department stores. While Coach initially grew it started to lag behind its competitors in terms of trendiness and sales began to decline. In 1996 Krakoff joined Coach and he was instrumental in positioning Coach as an 'accessible luxury brand`` for it was understood that price was a source of competitive advantage for the brand in the luxury market. In October 2000, Coach went public under the name of Coach Inc. By 2005 Coach`s revenues tripled and their share price increased more than 900 % since their IPO in 2000. The Organization Today: Coach is one of the most recognized fine accessories brands in the U.S. and in targeted international markets. Coach is a leading American marketer of fine accessories and gifts for women and men. Their product offerings include women’s and men’s bags, accessories, business cases, footwear, jewelry, sun wear, travel bags, watches and fragrance. Coach’s distribution strategy is multi-channel. Coach operates in two segments: Direct-to-Consumer and Indirect. The Direct-to-Consumer segment includes sales...
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... | | | |Twenty-nine years ago, Rollin King and Herb Kelleher got together and decided to start a different kind of airline. They began with one | |simple notion: If you get your passengers to their destinations when they want to get there, on time, at the lowest possible fares, and | |make darn sure they have a good time doing it, people will fly your airline. | | | |Within 28 years, Southwest Airlines became the fifth largest major airline in America. With the addition of service to Buffalo-Niagara | |International Airport on October 8, 2000, fly more than 57 million passengers a year to 57 great cities (58 airports) all over the | |Southwest and beyond. And she does it over 2,600 times a day. | | | |Company also got more than 330 of the newest jets in the nation, with an average age of 8.4 years. In her fleet are included three flying | |killer whales, Shamu One, Two and Three. Lone...
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