Waterproof Sunscreen Lotions

Table of Contents Introduction Summary Description Explanation Comment Evaluation Conclusion Work Cited Introduction Vitamin D is one of the vital diet requirements which is absorbed through the skin and prevents the formation of rickets among human beings. Therefore, exposure to the sun is always very healthy. However, lately people have discovered that due to the depletion of the Ozone layer (due to addition of greenhouse gases), human beings are now exposed to harmful ultraviolet rays known to cause sun burns, premature wrinkling of the skin and also the dreadful skin cancer.Advertising We will write a custom report sample on Waterproof Sunscreen Lotions specifically for you for only $16.05 $11/page Learn More To prevent the skin cancer and other side effects, there have been campaigns of using waterproof sunscreen lotions such as the Sunblock which is a product that provides a coating on the skin which prevents sun burns and sun damages (Cooper 1 21). To prevent early exposure of their children to the harmful Ultraviolet rays, parents have been applying sunscreen lotions to their bodies but despite the good functions that these lotions serve at protecting people skins, if used carelessly it can lead to disaster. For example if a waterproof sunscreen lotion enters into a child or anyone eyes, it is hard to remove them using water since they are water proof and if there is reluctance in contacting the doctors, it can cause permanent blindness. Summary Description Waterproof sunscreen lotions are good at protecting your child against skin cancer which can be caused by the exposure to the sunlight, but while many people use the lotions in their day to day life, it is important to note that there are negative repercussions if the lotions are not used well. As shown in the case of the parent who applied a waterproof sunscreen lotion on his son and without knowing the son got some into his eyes before it had dried, most likely from his hands. The sunscreen lotion caused irritation and the child cried since it was hurting but the use of water to help ease the irritation could not work since the lotion was waterproof. When he called the Poison Control Centre and explained what had happened, they told him to take the child to Emergency Room where on arrival without wasting time, they applied some chemicals in the boy’s eyes to dilute and remove the waterproof sunscreen. For the first time, the parent realized that people do lose their eyes from the effects of waterproof sunscreen as it burns the eyes completely and although his son lost his eyesight for two days, at least he was lucky to recover fully. The parents later called the sunscreen company and informed them about the problem, where the management admitted the problem but they said skin cancer was more serious than blindness thus the continued ignorance. They also argued out that they can’t warn the parents because their products would lose market due to fear. The parent then suggested that they should thus change the ingredients used in making the lotion.Advertising Looking for report on health medicine? Let's see if we can help you! Get your first paper with 15% OFF Learn More To show the seriousness of this matter, the parents did a huge article warning other parents of the danger their kids were exposed to when using the waterproof sunscreen lotions but knowing that waterproof sunscreen use could not stop, they warned them not to stop using it but just be careful that their kids don’t touch their eyes at least for 15 minutes after applying and if done accidentally they should always contact Emergency Rooms at once. Explanation The article is trying to warn other parents who apply lotions to their children of the impending disaster they expose their children to if not applied well or if the sunscreen lotion got into the child’s eyes. This is clearly given by the situation the writer fou nd himself in when his son touched his eyes with the waterproof sunscreen. Even after trying to apply water in the boy’s eyes nothing seemed to work and he had to contact the Poisons Control Centre who directed him to visit the Emergency Room immediately as his son could be in danger of loosing eyesight. To make sure that every parent got this information, the parents did a huge article on the matter in the city, and then visited several newsrooms warning the parents of the risks involved though informing them not to stop using the lotion but use it carefully. Comment With the parents having been warned, there is likelihood of reduced use of the waterproof sunscreen lotion. Parents might shift to using sunscreen lotions which are not water proof as water can help in diluting the chemicals before reaching the hospitals for proper medication and thus reducing the adverse effects. The parents are also likely to be more careful in the roles they play on their children upkeep beca use if not careful, poor storage of certain substances such as the waterproof sunscreen can lead to grave dangers to the children who might use them carelessly without knowing. Evaluation The text is persuasive due to the fact that the author of the article states that to show the seriousness of the matter, he contacted the sunscreen company and enquired why they produced substances which they knew were dangerous if carelessly used without warning the users.Advertising We will write a custom report sample on Waterproof Sunscreen Lotions specifically for you for only $16.05 $11/page Learn More The parents went further and did a huge article in the city warning against the same, and finally visited newsrooms warning the parents of the risks involved. However, this persuasiveness is lost when he informs the parent not to stop using the sunscreen they be just careful that it never find its way in their children eyes. Conclusion It is healthy and important t o use waterproof sunscreen for protection against cancer which results from sun exposure but it is also advisable to use water proof sunscreen carefully as its contact with sensitive body organs, such as, the eyes can lead to cases of blindness if not attended on time. Work Cited Cooper, Donald. Fundamentals of Search and Rescue. New York: Jones Bartlett Learning, 2005. This report on Waterproof Sunscreen Lotions was written and submitted by user Lance Zimmerman to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Sexual Harassment at Hooters

Sexual Harassment at Hooters AbstractManagers and employees periodically face various forms of ethical dilemmas. The manner in which they decide to deal with these dilemmas can have a compelling impact on the goals of the corporation. This paper outlines a few of the more common ethical dilemmas that managers and employees can face at Hooters of America, Inc., sexual harassment and supervisor subordinate dating.Company HistoryThe first Hooters restaurant opened in 1983 and since then the Atlanta based franchise has over 445 locations worldwide. Over half of Hooters 25,000 employees are employed as Hooters girls. Throughout the years beautiful woman have quite literally become synonymous with the restaurant chain. Hooters of America (2008) pride itself on what they describe as, "a pro active lead in the industry addressing issues raised by individual acts of sexual harassment." (About us P10)The company has adopted and implemented a non harassment policy which disallows any form of verbal or physical behavior tha t is deemed inappropriate.Five ways to fight sexual harassment(public servic...IntroductionThe Equal Employment Opportunity Commission (EEOC) (2008) defines sexual harassment as "Unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when this conduct explicitly or implicitly affects an individual's employment, unreasonably interferes with an individual's work performance, or creates an intimidating, hostile, or offensive work environment." (Sexual Harassment P2) Title VII of the Civil Rights Act of 1964 protects any employee against discrimination based on sex this includes any form of sexual harassment. According to EEOC web site (2008) the harasser or the victim can be either male or female. The harasser can be anyone employed by the organization including a non employee. The conduct performed by the harasser must be unwelcomed in order for the circumstance to merit sexual harassment. The EEOC (2 008) notes that during 2007 they received over...

Accounting tools Essay Example | Topics and Well Written Essays - 1000 words

Accounting tools - Essay Example Most of the companies are getting dominated by the international competition. The primary cause of this competition is demand based supply and widely accepted e-commerce. Since, the utilization of management accounting tools is important for most of the companies with the aim of developing logical and reliable business strategies. The primary features of management accounting are to help the organisation in the area of decision making, control and support strategic planning (Kaplan and Norton, 1996, p.58). In this essay, the researcher will stress on the different aspects of management accounting tools and the effectiveness of management accounting tools. Discuss and evaluate the purpose and effectiveness of management accounting for modern business In the modern business firms, the management accounting is mainly used for taking competitive decision making by collecting, communicating information and processing. This tool helps the management of the organisation to control, evaluate and plan on business process. This tool also relates to the present strategy of the business firm with the existing ones. The function of management accounting is multidimensional and interrelated with the various departments. The mechanism contributes in monitoring different activities in business and helps the businesses to meet the goal of the organisation. In this function, the management and the board is mainly focussed on those activities which are the key drivers of future financial result. This controlling activities influence the corporate governance activities of the organisation. With the help of various analysis report, the management accounting track the lack in control system also and measure the divergence from the expected result. In the variance analysis, the management compares the expected performance with the actual performance (Brickley, Smith and Zimmerman, 2005, p.256). The approval of financial decision also depends on the management accounting decision. Mos t of the members of the audit committee (at least 40 %) hold the specific qualification. But it has been seen that the common management accounting tools is used by the audit committee rather than the directors of the business firm. In this point of view, at the time of taking financial decisions, management accounting reports are not adequately presented. On the other side, it is noted that the decision of Director is not sufficient for 69 % of the companies. Most of the major financial decisions are taken by the senior management of the company by utilizing the key areas of management accounting tools (Blocher et al. 2010, p.54). Most of the traditional business firms did not evaluate the performance of CEOs and senior management before general annual meetings. The management accounting tools determinates the financial results from various segment of operation that signifies the performance of CEOs. The modern businesses maintain good corporate governance practices by following co des of business practices, compliance to relevant laws and rules and regulation. The corporate behaviour is important to maintain the corporate governance. So, corporate behaviour should be stringent in corporate DNA by maintaining the principals and ethics. The management accounting mechanism sets the standard behaviour for the purpose of hard coding. This mechanism also provides the periodic report which highlights corporate culture monitoring result. On the other side, this is a tool which is a custodian of ethics. So, it is very easy for the business firms to trace the fraud and mal practices. Comprehensive Implementation of Management Accounting Tools: In this part the researcher

Evidence & Expert Interview Paper Essay Example | Topics and Well Written Essays - 750 words

Evidence & Expert Interview Paper - Essay Example In recent scenario, it has been reviewed that the healthcare sectors are facing challenges to effectively mitigate the accelerated health issues of common people. Leadership development and the organizational planning are considered to be the two most vital goals pertaining to any organization for its development. There are evidences in peer reviews and scholarly journals, which depicts about the impact of nursing leadership over staff satisfaction, patient’s outcomes and the retention aspects. Nursing leadership at diversified levels of the organization, especially in patient care drastically affects the organizational development (College of Nurses of Ontario, 2013; Sherman, 2010). Organizational planning, another vital strategy for any business fosters sustainability and growth of it. Correspondingly, organization planning will assist the nursing department in framing strategies to mitigate critical healthcare issues. This paper intends to discuss about the importance of th e aforementioned SMART goals within a health care sector. Moreover, the paper will also provide an insight on the peer reviewed articles, credible websites and expert view to support the aforementioned SMART goal’s importance to mitigate critical issues such as cancer within the healthcare sector. Peer-Reviewed Articles With reference to the article, ‘an evaluation of the RCN Clinical Leadership Development Programme: Part 2.’ by Cunningham and Kitson (2000), it can be ascertained that a program was being conducted in four acute hospital in England involving 4 senior nurse and 24 division sister to test, that if nurses are being accepted in a headship position will accelerate the quality of patient care. The intention of the program mentioned above was conducted to infer about leadership enhancement of the participants i.e. nurses. The process basically involved a survey asking the patients about the healthcare services they rendered. The data collected was then analyzed and an action plan was developed, which mainly focused on the development of leadership quality of the participants. Correspondingly, it was later measured that the program had a positive effect on the nurses, significantly improving their leadership skill (Cunningham & Kitson, 2000). With reference to the article, ‘Community and Home Care Services Provided to Children with Cancer: A Report from the Children's Cancer Group Nursing Committee Clinical Practice Group’ by Frierdich, Goes and Dadd (2013), it can be analyzed that a survey conducted by Children's Cancer Group Nursing Committee reflects and spread awareness among society about cancer and its endanger health effects. Furthermore, it has also been observed that conducting fairs and campaigns could contribute considerably in spreading awareness within the society. Correspondingly, the aforesaid scenario depicts about the effective organizational planning and its desired outcomes. Proper organizational pla nning for healthcare sector will ensure effective measures and awareness to mitigate critical health issues such as cancer under societal context. (Frierdich, Goes & Dadd, 2013). Credible Websites With reference to a journal published by INSEAD, feedbacks from patients motivates and inspire nurses to develop skills enhancing their performance, inspire them to do better, helps them to maintain

Management Control System of a Commercial Bank XY

Management Control System of a Commercial Bank XY This paper attempts to examine the management control system in a Pakistani commercial bank. The commercial banking sector in Pakistan is very competitive. The majority of commercial banks have customer retention on its top priority. Commercial banks are encouraging employees to upgrade their knowledge and skill. The working environment is also congenial in Pakistani commercial banks. Management control systems are essential tool to help management to steer an organization towards its strategic objectives. Designing and implementing an appropriate management control system based on Pakistani national culture can improve both the short and long term performance of commercial banks. This will make commercial banks more efficient and cost effective in extending banking services to all the customers. However, the future research needs to examine the relationship between management control system and effectiveness of the commercial banks of Pakistan. Introduction The introduction part begins with historical background of management control and management accounting. This leads further to an establishment of the purpose of the study and its limitations. 1.1 Historical Background The Management Control and Management Accounting The need for management control arose after the Industrial Revolution and gave companies the opportunity of greater growth and expansion than what had been possible earlier. Larger parts of the value chain were situated within these new and greater companies instead of being spread on different locations in smaller companies or single persons. After these great changes, companies started to require financial measures as business ratios and transfer pricing, and from that point the development of different types of management controls and accounting controls began ( Kaplan Johnson 1987). The Dupont Company is often considered to be the inventor of the modern management control (Kaplan 1984). In the early 1900s, DuPont decided to organize itself by dividing the organization into separate functions, e.g. manufacturing, sales and purchasing. Every single one of these functions had their own manager who could be very specialized in how to manage the specific function. Hence, the senior managers did not have to be involved much in those activities and could fully focus on things as long- term strategies. It was this type of decentralized organization that made Dupont realizes that they needed a performance measurement system. They launched a new accounting measure, return on investment (ROI), because they thought it would be more accurate to use than the old measures which measured earnings and profits as a percentage of sales or costs. Dupont along with General Motors are considered as the pioneers in this area and were also involved in creating different types of decent ralized organizations, budgeting and planning cycles (Kaplan, 1984). In an article from 1984, Kaplan discussed what had happened in the development of the area from 1925 to that point. He considered that not as much as expected had happened between 1925 and 1984. Of those new ideas that had been presented, many were just academic theories which had little or no influence on the real organizations, who should be the beneficiaries. As of today the opposite problem from what Kaplan said in 1984 can be spotted. Today there are almost too many choices in accounting and management control, and they are not as well studied as the older theories and tools (Malmi and Granlund, 2009). There is also another problem with the new theories and tools, companies and organizations seem to have too much faith in them and use them in an uncritical way. They are considered as the solution of all management problems. Examples of these new theories and tools are, activity- based-costing (ABC), business process reengineering (BPR), balanced Score cards (BSC) and total quality management (TQM). These systems are often expensive to acquire and use, and companies perhaps, do not evaluate the relation between costs and benefits of the systems they use, or why they use it at all. Are they used just because they are modern and all the competitors use it, or do they really create value for the company (Siverbo and Akesson 2009). 1.2 Contribution of the Study The banking sector serves as the main source of resource mobilization in developing economies. Commercial bank play significant role in the economic development. Today and more precisely in future, companies, organizations (banks) and other decision making entities whether profit making or not, will face major management challenges. Irrespective of whether the main goal of the organization is to make profit or not, it becomes necessary to institute a mechanism in those entities to control the activities of managers so that they remain on track of the proper routes as established by management. In order to keep activities of the organization in track a management control system is essential (Rijal S., 2006). With the background just proposed I find it interesting to see how a company like a commercial bank XY has commenced its banking operations from November Ist, 1997 as a public limited company is currently operating a large network through 223 branches in Pakistan, with the registe red office at B.A. Building, I.I. Chundrigar, Karachi. The bank perceived the requirements of customers and matches them with quality products and service solutions. During the past five years, bank has emerged as one of the foremost financial institution in the region endeavoring to meet the needs of tomorrow as well as today. To continually upgrade the quality of service to the customers, training of team members in all the integral aspects of banking, customer service and MCS was specially focused. The portfolio concentrates on all aspects of conventional banking as well as the financial needs of corporate sector. Dynamic and high value product includes Car Financing, Home Financing, Rupee Travelers Cheques, Credits Cards, Debit Cards, Online Banking, ATM and consumer Durables. In addition to this, Islamic Banking Division is a recent initiative, which operates as separate branch. With such a huge expansion of branches network, the importance of a well-functioning management cont rol system becomes crucial for their success. People have different beliefs and goals that they want to achieve, which makes it challenging for the management of the company to make every employee take actions in line with what is desirable(www.scribd.com). In this case study author aim to describe the management control systems of a commercial bank with its virtual name XY from Pakistan, since it is expanding and growing with good speed as compared to other banks due to its good MCS system. 1.3 Problem Formulation Bank XY is a commercial bank in Pakistan that is growing rapidly and expanding its branches network in the country. Bank XY has had a huge success and uses almost the same control systems in every branch all over the country (Telephone Interview, 2010), which makes it interesting for me to describe and analyze one of them. My principal research question is that, What management control systems are used at different levels of the commercial bank XY in Pakistan? 1.4 Purpose of Study The main objective of this study is to analyze and describe the management control system of commercial Bank XY in Pakistan. I shall also try to explain how the different management control systems are used in the bank. 1.5 Limitation of the Study The focus of this study is to describe the management control systems used by managers to direct employees, behavior. Considering the size of Bank XY,s organization and the time I have deliberated to this study, it is reasonable for me to limit the study to include few bank branch and the management control systems controlling these branches from higher levels of the organization. I shall also focus on the internal environment, which means I shall not consider most of the external environment that is not crucial to the understanding of the management control system within the bank branch. Data and Methodology This case study will be written by the qualitative school of thought, since author aim is to understand the management control system of the certain company he has chosen. Author has no ambitions to make any general assumptions based on this single study, in contrast to if he had chosen to do a quantitative research study on several companies. The type of case study he has chosen to use is the abductive ase study, since he wanted to have the opportunity to return to the theory even after empirical materials had been collected (alvesson Skoldberg, 1994). The paper is based on both primary and secondary data. Primary data have been collected by phone interview developed for branch manager and employees at different branches. The responses were received from the 12 managers and supporting employees of 12 bank branches. Secondary data have been collected from the website of Bank XY, Pakistan. The data, collected from various sources have been analyzed with the support of previously developed theory. Theory In this chapter, I shall examine the main theories of management control. Before explaining the definitions of management control systems (MCSs), Author shall try to explain management and management control. 3.1 Management and Management Control Literature written on the subject, management is defined in several ways, but all have something to do with the process of allocating resources and direct activities to fulfill the organizations overall objectives. Management is a broad subject and can be divided into smaller elements such as operations, finance, marketing/sales and product development. The management process can also be separated into smaller parts that are objective setting, strategy formulation and management control. Objective setting is a necessary process to formulate and sometimes reconsider the direction and destination of the company. If the objectives are not set it is impossible to determine if the resources are allocated in the right way and if the right activities have been performed. Strategy formulation is the process where organization finds out how to use their resources to meet their objectives. The management processes of objectives setting, strategy formulation and management control is a process of continuum (Merchant and Van der Stede, 2007). 3.2 Merchants Management Control Alternatives According to Merchant and Van der Stede (2007) companies and other organizations have four management control alternatives i.e., result control, action control, personnel controls and cultural controls. 3.2.1 Result Controls The basic idea of results controls is that you do not tell your employees how to do things but what you want them to achieve and how they will benefit if they achieve it. For example, a manager tells an employee that he wants him to produce ten units a week, and if he succeeds he will receive a reward of $50. By these actions the manager may control his employees to do what he desires without interfering too much in their work practices. The process of result controls include four steps, the first is defining the dimensions on which results are desired, the second is measuring performance on these dimensions, the third is setting performance targets for employees to strive for and the last is providing rewards to encourage the behaviors that will lead to the desired results. Results controls are usually used on professional employees who are considered to be able to work effectively without being told how to do things, but instead work efficiently towards targets (Merchant and Van de r Stede, 2007). 3.2.2 Action Controls Action controls are somewhat the opposite of results controls, employees are told what to do and how they should do it, e.g. by rules and procedures. The difficulty with this is that the rules and procedures must be optimized, or else the employees will do everything wrong, despite their doing what they were told by their managers (Merchant and Van der Stede, 2007). 3.2.3 Personnel Controls Personnel controls refer to the assumption that employees by nature want to control themselves. Managers do not have to tell employees what to do and then monitor their every moves to be sure that they do the tasks that that where intended. The assumption is that employees like to perform well for themselves and this should result in a well performing company. Unlike, or at least not as much as results and action controls, these types of controls require more careful selection of employees. Everyone have to fully qualified for the position they occupy on the organization to make it possible to use personnel control. Motivation is another important aspect to make this work; managers have to keep their employees constantly motivated. This may be achieved by training, further work related education or different types of rewards (Merchant and Van der Stede, 2007). 3.2.4 Cultural Controls When personnel controls trust the ability that people want to perform well, cultural controls rely on the ability that group to keep up the values and approaches the organization aims at. In the group organization everyone is supposed to take responsibility and care of everyone else and the peer pressure is important. The idea is that the group should motivate itself; the assignment of the managers is in this case to instruct the group in what to be motivated to do. To their help managers can use things as codes of conduct or group rewards and if the group performs well the group will receive a reward. If only group rewards are provided the individual employee will try to do his/her best to make the group perform well, instead of just caring about themselves (Merchant and Van der Stede, 2007). 3.2.5 Control System Tightness The benefit from any well functioning MCS is that the likelihood that the company will achieve its objectives increases. This benefit can be described in terms of MCS tightness (or looseness), where a tight MCS increases the probability that the employees will take actions that is desirable by the organization. Managers often use more than one kind of management control alternative to tighten control. Sometimes these controls overlap and sometimes they are complementary, which enables the combination of them to create tight control over all of the factors critical to the organizations success (Merchant and Van der Stede, 2007). Whether a results control is tight or loose depends on the characteristics of the definitions of the desired result areas, the performance measures, and the reinforcement or incentives provided. According to Merchant and Van der Stede (2007), for management control to be considered tight in a results controls system, the results dimensions must be congruent with the true organizational objectives, the performance targets must be specific, with feedback in short time increments, the desired result must be effectively communicated and internalized by those whose behaviors are being controlled, and if results controls are given exclusively in a given performance area, the measures must be complete (PP 118 119). Congruence problems can exist because the management does not understand the organizations true objectives or the measure dimensions do not reflect the organizations true objectives (Merchant and Van der Stede, 2007). For a results control system to be tight, the performance measures also have to be precise, objective, timely and understandable. If the performance measures used do not possess these characteristics the control system cannot be considered tight since behavioral problems are likely. Furthermore, if rewards (or punishments) are directly and definitely linked to the accomplishment or non-accomplishment of the desired targets, the MCS is more likely to be tighter (Merchant and Van der Stede, 2007). Action control systems can be considered tight only if it likely that employee will consistently perform the actions desired to achieve the companys objectives and not take any undesirable actions. The tightness of the action accountability controls depends on characteristics of the definitions of desirable and undesirable actions, the effectiveness of the action-tracking system and the reinforcements (rewards and punishments) provided. An effective action tracking system is where employees can be certain that their actions will be noticed relatively quickly. Punishment is more common in action control contexts than in a result control context, since they often include employee violation of rules and procedures (Merchant and Van der Stede, 2007). Tight personnel/cultural controls are most likely to be found in charity and voluntary organizations where employees feel some kind of satisfaction by doing good, in family businesses, where the interest of the family employees are same as the organizations (Merchant and Van der Stede, 2007). Empirical Data The first section of this chapter includes history and other essential facts of a commercial bank XY, Pakistan. The next section includes the empirical information author obtained during his telephonic interviews with the managers and employees at Bank. 4.1 History and facts about Commercial Bank XY Bank XY was founded in June 21st, 1997 its banking operations started from November1st, 1997. The bank engaged in commercial banking and related services. The bank is currently operating through 223 branches. Bank XY target market conceits of individual client as well as number of business organization. Bank XY has segment the market on demographic, psychological and behavioral style to target maximum number of segments with different varieties of products suitable for each segment. Dynamic and high value product includes Car Financing, Home Financing, Rupee Travelers Cheques, Credits Cards, Debit Cards, Online Banking, ATM and consumer Durables. In addition to this, Islamic Banking Division is a recent initiative, which operates as separate branch. This facilitates their commitment to a culture of innovation and seeks out synergies with clients and service providers to ensure interrupted services to its customers. The bank perceived the requirements of customers and matches them wit h quality products and service solutions. During the past five years, bank has emerged as one of the foremost financial institution in the region endeavoring to meet the needs of tomorrow as well as today. To continually upgrade the quality of service to the customers, training of team members in all the integral aspects of banking, customer service and MCS was specially focused (www.scribd.com) 4.2 Telephonic Interviews at Bank XY All the empirical material in this section was obtained during the telephonic interviews. Author interviewed managers at different levels with involvement in personnel, sales, financial and business related areas at Bank XY. Author also made phone interview with an employee at the Bank XY Head Office. 4.3 MCS in Commercial Bank XY 4.3.1 MCS for Selection of Employee Every new employee is carefully selected to fit the profile of how Bank wants them to be and the employees need to know how important the core values are for the bank. The education and banking experience have important consideration during selection of new employees. The personality and which values you have are also important. Hence, selection of employees is important and tries to employee people that already have the right values and beliefs to fit the culture. They also think it is important that the applicants have an interest for bank job. They believe that if the applicant has visited their own website to look for employment, they have taken the first step to show to show interest in bank job. When a new person is employed he or she undergoes an introduction education and training for few days. 4.3.2 Generic Strategy of Commercial Bank The generic strategy of commercial bank XY is divided for two main areas of business, deposit and lending. The different branches of the same commercial banks at the different geographical location are adopting result, action, personnel and culture controls jointly. In case of lending majority of branches uses result and action control simultaneously. 4.3.3 Marketing of New Services Most of the commercial bank branches promote their products/services very aggressively by using result and action control. The majority of the commercial bank branches are concentrating in maintaining customers and only some branches are competing for customer acquisition. 4.3.4 Target setting Practice The commercial bank set target for their branches for the purpose of planning and controlling the activities. In most of the branches target is fixed in terms of number of clients, amount of deposit and the amount of lending. Individual target are also set and properly communicated to them. 4.3.5 Performance Measurement The commercial bank compares actual performance with predetermined target of their branches frequently. 4.3.5 Reward System In commercial banking sector, benefit/reward/salary/promotion is mostly determined by performance followed by education, experience, new relationship/ customer marketed in deposit or lending and factors respectively like majority get benefit for better performance and some did not get performance benefit. The commercial bank provided bonus to their employees out of profit. The amount of bonus is based on the amount of salary the employees are getting. Some bonuses are related to outstanding performance also. 4.3. 5 Encouragement to employees to learn new Skills The commercial bank is encouraging his employees to discharge better performance and enhance educational qualification and attain trainings. The majority of employees working in the bank get leave sanctioned from their bank to attain training related to their jobs. It also supports that the commercial bank is encouraging employees to learn new skill and knowledge. 4.3.6 Cooperation Majority of the employees feel they get complete cooperation from their coworkers. It indicates the working environment is very conducive in the bank to discharge better performance. Analysis In this chapter author has analyzed the empirical data collected at the interviews on the basis of the theories described in the theory part. 5.1 The Combination of Merchant,s Control Alternatives at Bank XY As described by Merchant and Van der Stede (2007) the benefit from a MCS can be expressed by the tightness or looseness of the MCS. As specified, a tight results control system must include results dimensions that are congruent with the organizations true objectives, performance targets that are specific, feedback in short time intervals, effective communication of the desired result and complete measures if the results control system is used exclusively (Merchant and Van der Stede, 2007). As author shall argue below, he thinks that all these factors are met at the Bank branch. First, the measures that the branch working seem to be congruent with the true organization objectives since they measure advances/loans, deposits and costs such as personnel, branch office and operational cost very carefully. They also use non-financial performance measures such as the customer satisfaction index which enables them to overcome the shortcoming of the financial performance measures. Since they take customer satisfaction into consideration they decreased the possibility of increasing result at the expense of decreasing customer satisfaction, which is congruent with their true organizational objectives. Secondly, the targets they use seem to be specific since they use detailed measures to evaluate their performance, e.g. they not measure the number of borrower and depositor, but also borrowed and deposited amount per each customer. Furthermore they set specific targets of how high percentage of customers should be satisfied with their services e.g. the turnaround time for loan application, the waiting time in the counters. Thirdly, the employees get feedback in short time intervals since performance is communicated on a daily basis as well as more detailed feedback weekly at meeting, and yearly when they e.g. see the target achievement report. Lastly the desired results are communicated effectively through their regular meetings and the process of setting the business and action plans. According to Merchant and Van der Stede (2007), a tight results control system also have comprise performance measures that are, precise, objective, timely and understandable. Furthermore they argue that the results control system is likely to be tighter if rewards or punishments are directly and definitely linked to the accomplishment or non-accomplishment of the desired targets. I think that the performance measures of Bank Alfalah meet the characteristics described by Merchant and Van der Stede (2007). The salary system used by the bank is also linked to their performance on the desired targets. Hence, it seems like the results control system of the bank can be considered as tight. The action control systems of a commercial bank does not include as many rules, but instead they have a quite strict organization and governance structure. They also use daily, weekly, monthly performance follow up sheets and manuals to control the actions of employees. According to Merchant and Van der Stede (2007) examples of action controls are behavioral constraints, preaction reviews and action accountability. They further argue that the action control systems can be considered tight only if it is likely that employees will consistently perform the actions. Bank branch does not use as many physical constraints but rather more administrative constraints such as restricting some decisions making to higher levels of the organization. However, in general, the bank branch managers and supporting employees have quite a high influence on their own department of the branch and can make many decisions on their own. The employees actions are supervised by their closest manager and since bank has many different organization levels and each has their own manager it is likely that the managers can track their subordinates actions quite carefully. Furthermore, since the results control system is tight it is also reasonable to believe that undesirable actions will be discovered fairly quickly. Reinforcements used are group rewards such as one basic or two basic salaries that will be paid if the bank employees have achieved the targets. To sum up, there is no doubt that bank uses action controls and action control systems but I would not consider them either tight or loose, but rather moderate or average. As concluded by Merchant and Van der Stede (2007) the personnel/cultural control systems are rarely tight, except in organizations whose corporate cultures are strong. Bank culture includes customers care-consciousness, equality, advances/loans and deposits target focus. These values are prominent and present in their vision, mission as well as in everything they do. They also emphasize the importance that every employee should share their values to fit in. This implies that bank corporate culture is strong which enables me to conclude that their personnel/cultural control is tight or at least moderately tight. Conclusion The Pakistani commercial banking sector is very competitive. The commercial banks are competing mainly in services in order to put in competitive position, to retain customers services at top priority. The majority of the commercial bank branches have been using results control system. All the commercial bank branches are applying the concept of management control system by setting targets for their branch and at individual and comparing it with actual performance. The target for a branch is fixed in terms of number of clients, amount of deposit and lending. Target is also fixed for the majority of the individuals employees. The target of the branches and individuals level is frequently monitored against their performance. The manager of the different branches of the commercial bank desire to evaluate the performance of the branch. According to individual employees responses, their financial and non financial benefit is based on performance followed by education and training and experience respectively. But the yearly bonus is based on salary they are getting. The managers of different bank branches encourage employees to participate in decision-making process. The commercial bank encourages employees to upgrade their knowledge and skill as the benefit is based on educational qualification and training after performance, they provide paid leave to participate in training and for further education. The working environment in commercial bank is very congenial as the majority of the employees felt that they get very much cooperation from their coworkers. However, the future research needs to examine the relationship between management control system and effectiveness of the commercial banks in Pakistan.

Legislative Proposal For New Indecency Language In Telecom Bill :: essays research papers

Legislative Proposal for New Indecency Language in Telecom Bill I. Summary   Ã‚  Ã‚  Ã‚  Ã‚  Although the October 16, 1995 legislative proposal purports to regulate â€Å" computer pornography†, the proposal contains fatal flaws which render the proposal at best counterproductive and at worst devastating to on-line communications. First, it prohibits, but fails to define, â€Å"indecent† speech to minors -- a dangerously vague, medium-specific, and, after decades of litigation, still undefined concept, which may include mere profanity. This may tie up successful prosecution of the law in courts for years to come, while courts wrestle to divine a constitutional definition of â€Å"indecent† -- and while companies are left with uncertain liability.   Ã‚  Ã‚  Ã‚  Ã‚  Second, the October 16 proposal may actually hold systems liable for communications over which they have no specific knowledge or control. The proposal purports to target those who â€Å"knowingly† send prohibited communications -- itself a relatively low standard of liability that may not even require actual intent or willfulness. Nevertheless, because the proposal i) defines the elements of criminal liability in vague and contradictory terms, and ii) eliminates safeharbors in the Senate bill that would define a clear standard of care, it might hold systems liable for actions that don't reach even a â€Å" knowingly† standard of liability. As a result, access providers, system managers and operators, and employers may potentially be liable for actions of users over which they have no specific knowledge, intent, or control.   Ã‚  Ã‚  Ã‚  Ã‚  For any company that communicates by computer, the proposal: 1) Creates liability for, but never defines, â€Å"indecent† speech, a dangerously vague standard that could leave companies criminally liable for use of mere profanity; 2) Establishes vague and contradictory standards of liability that could leave innocent companies vicariously liable for communications over which they have no control; 3) Strips workable affirmative defenses from the Senate bill, eliminating a clear standard of care for companies.   Ã‚  Ã‚  Ã‚  Ã‚  Not only does the proposal endanger companies, it fails to protect children. The indecency standard guarantees that enforcement will be tied up in the courts for years to come. Companies will be particularly reticent to identify and eradicate prohibited communications when they are incapable of discerning which communications are â€Å"indecent† and when the company's consequent knowledge of the communications may actually make them liable. At worst, the proposal will either shut down systems entirely or will shut down any attempts to constructively monitor and screen systems, as providers take a know-nothing stance to avoid prosecution for purported knowledge. II. The â€Å"Indecency† Standard and Uncertain and Conflicting Standards of Culpability Implicate Innocent Companies But Fail To Protect Children. A. The undefined â€Å"indecency† standard is possibly unenforceable and certainly counterproductive.   Ã‚  Ã‚  Ã‚  Ã‚  Although the October 16 proposal purports to regulate â€Å"computer

Water Resource Plan

Water pollution has become a major problem in our water sources. People think that when they litter or dump in our waters that their little contribution will not hurt anything, but everyone’s little contributions add up to some major problems. Our water ecosystems and the species that reside in them are being destroyed and we need to take the steps necessary to stop this. Why would anyone use the source of most of the world’s food as a dumping ground for garbage? People need to start realizing what it is they are doing when they do not take the proper steps to dispose of their garbage and the problems they are making for the future. Water pollution can come from many different sources. Not only does it come from people dumping their garbage into our bodies of water but it can also come from sewage and wastewater runoff, industrial waste, oil pollution, underground storage leakages, and radioactive waste. Global warming is even causing water pollution. (Grinningplanet. com) Pesticides, fertilizers, oil, gasoline, and mining are just a few of the harmful sources of wastewater runoff that flow into our rivers and lakes from being left behind on the ground. (Water-pollution. org) All these things can be prevented and I would like to propose a plan to do exactly this. To stop water pollution, we must stop the dumping. The first phase of my plan is to not only post signs and â€Å"NO DUMPING† warnings near every major body of water but also to put into effect a major fine for any person caught dumping their wastes. Now how to enforce such a fine and catch the perpetrators? I propose to put â€Å"rangers† along the banks of any body of water where dumping is known to take place. This would not only provide more jobs for the people in these hard economic times but it would also be a source of income to pay these workers and to help enforce these new laws. With more workers keeping an eye out for such people, the more people that get caught and the more fines that need to be paid. Now one might say that such signs are already posted near water sources and they do nothing to ward of people meaning to do harm to our water. But that is what the rangers would be for, to catch these people in the act and be there to take the necessary steps to collect the fine. As for pollutions that already exists. This is where phase two of my proposal comes into play. Instead of inmates only picking up garbage along the highways, they alternate between that and picking up garbage along to riversides. Because litter is litter and we do not want to forget about it anywhere. Volunteer programs and delinquent programs can also be put into place for those that want to help and for those that need community service hours in order to stay out of trouble. This way we can stop people from adding more pollution and also help get rid of the pollution that already exists. Runoff is another issue. This takes a few more steps than preventing garbage pollution and it is also where phase three will take place. To this I would like to incorporate mandatory courses to any industrial businesses that end with waste products that need to be disposed of. This course will teach these people the proper and safe way to dispose of their toxins and places that they can do so legally. This course will be free to these companies but if they do not participate they will be fined, which will in turn help to fund the program and pay the employees that teach the course. In order to stop the problem, one must attack it at its source. My proposal will not only help save our water but help to prevent further damage to them as well. It will not have any affects on the surrounding communities that reside amongst the rivers and lakes and will not be any kind of annoyance or inconvenience to their neighbors. It will only be there to help and nothing but benefits will come from it. My only hope is that we can stop this polluting of our waters before it is too late. It is only a matter of time before these pollutants start affecting the food that we fish out of these waters and put into our bodies. Who is to say that a contaminated fish would not in turn make the person that eats that fish sick as well. It is already fact that 40% of America’s rivers and 46% of America’s lakes are already too polluted for fishing, swimming, or aquatic life. (Grinningplanet. com) Let’s take the steps to make sure that percentage does not get any worse.References http://www.grinningplanet.com/2005/09-06/water-pollution-causes-article.htm http://www.grinningplanet.com/2005/07-26/water-pollution-facts-article.htm http://www.water-pollution.org.uk/causes.html