The Four Paradigms Of The Four Major Paradigms Of Psychology

Cultural-Contextual Literacy Assignment Zanyah Brown Sampson Community College Mrs. Arnette’s Psychology Class Fall 2017 Cultural-Contextual Literacy Assignment In this assignment, the four major paradigms of psychology are discussed. The reasoning behind the placement of the theories will be discussed thoroughly and efficiently. Each of the theories was placed on a spectrum that measured whether they were more influenced by heredity or environment. Some, as many can see, can fit into both sides of the spectrum. There are many factors that are involved in the process, and each are important variables in personality and the evolution of humanity. Four Paradigms of Psychology†¦show more content†¦Under the circumstances, there are still substantial ways that psycho-analytic theories play an important part of the nature perspective. It contains human’s emotional, developmental, defensive, and unconscious goals and processes. Social-Cognitive. Social cognitive theory was developed by Albert Bandura (1986, 2012) and other psychologists. Social cognitive theory traditionally focuses more on learning by observation and on the cognitive processes that underlie personalities (Rathus, 2015). Additionally, social cognitive theorists see people influencing their environment as much as it influences them (Rathus, 2015). They also affirm that â€Å"variables† within people are to be considered to understand them. These can include knowledge and skills, ways of interpreting experiences, and systems and plans (Bandura, 2012). This theory focuses mainly on variables and observational learning of human behavior. Furthermore, this theory was placed third on the spectrum because of its relevance to both nature, and nurture perspectives. Behavioral. Behaviorism is the scientific approach to psychology that is distinguished by logical-theoretical emphasis as is seeks to develop reasons for behavior (Moore, 2013). The theory of Behaviorism was developed by John B. Watson and B. F. Skinner. Uniquely, this theory states that personality is plastic and can be shaped by the environment or situational influences. Another difference from previous thoughts isShow MoreRelatedConstructivism : A Cognitive Learning Theory1151 Words   |  5 Pages Constructivism: A Cognitive Learning Theory Erica Johnson Lourdes University â€Æ' Constructivism: A Cognitive Learning Theory According to Kivunja (2014), â€Å"a learning paradigm is a conceptual model that represents understanding of relationships involved in the learning process† (p.82). Cognitive learning theories were developed from the work of Gestalt psychologists during the early 1900’s (Billings Halstead, 2012). 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The United States Corrections System - 990 Words

The United States corrections system is organized distinctive structures that retain certain similarities with the Chinese prisons system. However there remain significant points of departure such as the prevalence of privately run correctional facilities in the United States. This differs greatly from the Chinese system of corrections which relies solely on government-operated public prisons whereby the state does not seek profit as is the case with private prisons (Shen, 2015). The American justice system in line with most Western correctional practices place emphasis on the skill development of the individual who has been incarcerated through the provision of vocational programs that are meant to develop the competencies of the inmate once released or within the prison environment (Seymour Anderson, 2015). Essentially these programs were developed to achieve certain ends which included the creation of an alternative revenue source for the prison as well as provide inmates with remuneration for services rendered. In contrast the Chinese system of corrections places no emphasis on direct material benefits to the prison or the inmate albeit concentrating on the enhancement of the skills of the inmate thereby limiting potential returns for the prison. Additionally significant differences are witnessed on the emphasis placed on faith between the Chinese and American correctional systems. The United States prison system provides greater opportunity for inmates to exerciseShow MoreRelatedCommunity Corrections810 Words   |  4 PagesCommunity Corrections CJS/230 July 24th, 2011 Community Corrections In this paper, we will be discussing how community corrections affect society. 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Federal Government Criminal Justice System The United States federal government is made up of three branches, which all serve different purpose but are equal in power to ensure a system of checks and balances. Just like the federal government has a separation of powers and different components, the United States criminal

Commercial and Corporate Law Structures

Question: Discuss about the Commercial and Corporate Law Structures. Answer: Introduction There are three structures in any business organization. They include; the sole proprietorship structure, partnership business model and a limited liability company as enshrined in the law. Peter and Susan want to start PPM services under one of the three guises whichever is fair to the operation of the business and sustainability of their family assets (Chasalow, 2010). Peter can start a sole proprietorship structure where he owns one hundred percent business ownership individually. He is fully entitled to all profits and losses that the business incurs. Advantages of a sole proprietorship It is the most simple form of any structure in business and set up. The following are the advantages; It is easy and economical way: A sole proprietor is the structure simpler and less expensive to set up businesses. The costs are minimal, and legal costs are limited to licensing and permits. Unlimited business control- Since you are the owner of the business, you have ultimate control over every decision in business. You will be not required to seek consultations with anyone else when you make decisions or want to make business changes (Copeland, Koller and Murrin, 2000). Easy taxation- a sole proprietorship business is not taxed separately, so it is easy to meet the reporting requirements imposed for a single owner. There are also lower taxation in business structures. Constitution of a sole proprietorship There are no formal actions to business setup in a sole proprietorship. Whenever you are the sole business owner, this condition instantly comes from its activities in a sole proprietorship business. In fact, you may already have the constitution in the business without recognizing it. Like any other business, a sole trader needs to obtain necessary permits and licenses to operate. Regulations will vary by industry, status and location. Tool Use Licenses and permits (in English) to find a list of permits, licenses and federal, state and local records you need to operate a business. Companies The cost depends on the Authorized Share Capital. To get this information you can enter the requirements (Georgas, 2003) Characteristics of a registered company Generalities Is a necessity that this issue has generalities, in order to understand the importance of understanding the elements of the company. It is convenient at this venue studying the elements of the company, which are: labor, capital and management need. Work The work is the first element of the company, which we refer to below. The same is the element of the company that is composed of all the workers who can be employed and workers, for example is a worker concierge, an assistant, a secretary, a caretaker, among others. Administration The administration is the element of the company that is formed by managers of the company, which may be directors, managers, sub managers, among others. The administration is separated from the right of ownership of the company with more notoriety in corporate capital or large companies or immortals. Capital The capital is the element of the company that is composed of the investment in the company. That is, capital is the set of inputs that may be-cash or non-cash, registrable or not registrable, registered or unregistered (Limited liability companies, 2013). This element is easy to distinguish, however, in some cases implementation problems are presented by people who have no domain of business law, such as embargos present the company can be seized or assets of the company. Need For that to succeed a company are not enough these elements, but there must be a need for goods or services provided by it, and consequently in many cases the market is segmented in order to be able to lead the good or service provided by the company, to determine before investing whether or not there is sufficient need for good or service and avoid the failure of the company. Disadvantage of the Corporation The corporation is quite established in our state and around the world therefore it should be studied in order to review its disadvantages, an issue that has not been studied by the writers. The disadvantage of the corporation is to be legalized minute books fraudulently by people outside the company and result in such a way that the control thereof is varied and consequently many problems to the company and shareholders incurred. This disadvantage is not commercial limited liability company and consequently the corresponding effect of approving the relevant legislative reform study is needed. Faced with this problem some public registrars take the precaution of adding seats in the registration of legal persons book number and the name of the notary public legalizing the book. That is, the position of public registrar warrants a lot of responsibility and care in order to provide the necessary security that is sorely lacking in the Peruvian law (Mancuso, 2004). Another disadvantage of this type of company is that the share register can be changed and in this order of ideas not control the record is clear that is out of control. These two themes of the corporation have not been worked by the writers. Peter should register a company together with Susan in order to safeguard their family assets from any incurring liability. Advantages of a company rather than sole proprietorship and partnership The limited liability company is a business model that is proven and successful. Business owners have all the company shares allocated privately. Shareholders can operate the business by themselves, or hire managers to manage the company in proxy form. The formation of a limited liability company produces a protection of individual or personal property, access to resources more, greater tax cuts and financial assistance. Limited liability The greatest benefit of limited liability company is the limited liability aspect it has. These companies have the ability to manage their own properties making them single entities that also manage their own debts Tax advantages The LLCs enjoy tax advantages besides limited liability. These business companies pay corporation tax on their taxable profits and are likely to be exempted from excessive rates of income tax. The formation of a company rather than continue as an individual company or an individual entrepreneur opens avenues to more tax-deductible expense and reimbursable allocations under benefits. Finance and resources With adequate funding,a company can produce goods at a lower cost, increasing profits and customer satisfaction. Moreover, the future of the company becomes safer. The financial reports of limited liability companies "tend to hold more funds in the company to meet future financial commitments, which helps a growth" compared to self-employed entrepreneurs. Business Continuity The LLCs enjoy permanent succession because the company is a separate legal entity. Shareholders and employees acting "as agents of the company," he writes, Tutor2u and therefore does not affect the company if they leave. In case of death or resignation, the articles of association of the company allocated quotas to the remaining members. The business interruption only occurs through liquidation or similar means. A succession guaranteed benefits not only members but also ensures jobs and community resources Partnership This is where peter introduces his wife susan and his friend jack to open a business and profits and losses are allotted according to the percentage owned by individual partners. Partnership is better than a sole proprietorship business since it allows distribution of risks. How can peter arrange for jack and others to join the business One of the most important operations the life of a Startup is obtaining financing. We have already discussed earlier in this blog about the Participative Loan as a form of financing, however, in this article we will develop the formalities to be fulfilled to carry out a capital increase as a result of receiving funding. The capital of a company is governed by its bylaws, which is where has much is the capital of the same, and where the number of units in which is divided and the nominal value of each specified. Amendment of Bylaws For practical purposes, in this article we focus on the case of a capital increase for a limited company, which must be agreed and approved by the General Meeting of Members, with the relevant majorities for a change in the bylaws (Unsworth, 2001). The capital increase may be executed in two ways: -through the creation of new shares; or -By Rise in the value of existing shares, with the consent of all partners. Here we will focus on the first mode, as talk about the event that is input to a new investment partner. The answer to this question is that in reality does not happen a loss of most social capital as the capital increase is made with premium account. What is a premium? It is the premium that the investor pays the nominal value of the share. To follow the thread of this topic, we pause to define two basic concepts to understand the operation of capital, which are the Pre-money valuation and Post-money valuation.Pre-money valuation is the valuation that has been given to the company by its activity in the market since its establishment, prior to receipt of investment and this assessment is independent of the share capital of the company. The Post-money valuation is the valuation given to the company subsequent to the contribution of investment. Then we will have a drill capital following the above concepts: The corporate capital operation, may become more complex in the case study that we discussed earlier, so our recommendation is to seek legal advice according to business needs and objectives pursued by the parties. Protection of personal assets The question is: who should protect our personal property: housing, house, apartment, land, vehicles, bank accounts, stocks in companies or others? The answer focuses on prevention against creditors. According to the practice, it is not advisable to have property (movable or immovable) in a personal capacity, that is, on their own behalf. Why? The reason is that the assets of the person liable for the debts of this. So when someone becomes a debtor of another, called creditor, this can seize the assets of one to exact what you owe him (Unsworth, 2001). Hence, in simple language is heard: "they left him on the street, they seized for debt." To avoid contingencies generated by the situation described (potential creditors), the solution is to protect our assets and have incurred. How this task runs? Many legal mechanisms provided for it. But all are based on a common denominator, and is the fulfillment of the essential requirement to honor and pay outstanding debts. To put to use the technique Cover your Patrimonial, you cannot have debts to pay. Only once this debt is extinguished that may be referred to the protection of property. Conclusion Though there are different forms of business, the best Peter can do is create a company rather than a partnership or a sole proprietorship to safeguard his assets and also to recruit Susan his wife and Jack his friend (Unsworth, 2001). A limited liability company has more advantage than both the sole proprietor and partnership businesses as they are their own legal persons different from the individuals. References Chasalow, M. (2010).Acing business associations. St. Paul, MN: West. Copeland, T., Koller, T. and Murrin, J. (2000).Valuation. New York: John Wiley. Fineman, S. (2000).The business of greening. London: Routledge. Georgas, M. (2003).Incorporation and business guide for Ontario. North Vancouver, B.C.: Self-Counsel Press. Gibbs, J. (n.d.).Companies. Klein, W., Ramseyer, J. and Bainbridge, S. (2009).Business associations. New York, NY: Foundation Press. Limited liability companies. (2013). Eau Claire, Wis.: NBI, National Business Institute. LLC, LP, corporation, general, or sole proprietorship?. (n.d.). . Mancuso, A. (2004).Incorporate your business. Berkeley, CA: Nolo. McCaffrey, A. and Ball, M. (1992).PartnerShip. Riverdale, NY: Baen Pub. Enterprises. Spadaccini, M. (2004).Entrepreneur magazine's ultimate book of business forms. [Irvine, CA]: Entrepreneur Press. Streeck, W. (2006).Governing interests. London: Routledge. Unsworth, B. (2001).The partnership. New York: W.W. Norton.

Ways and Means of Motivating the Workforce

Introduction Employee motivation is by far the hardest task. The realization of this fact compels every manager to look for ways and means of motivating the workforce. This is because efforts and individual motivations play an important role in the success of an organization (Adeniyi 201). At grapevine, each level has key personnel in it.Advertising We will write a custom proposal sample on Ways and Means of Motivating the Workforce specifically for you for only $16.05 $11/page Learn More These include, the General manager in the top management level, Chef who is the supervisor in the kitchen department, and a supervisor who oversees the frontline affairs and is in charge of the waiters, hostess, and the table cleaners. Characteristics for each position – Figure A. : The Organizational structure For the top management, a person willing to fill the position of the General manager must have a college degree preferable in the field of food processing . He/she must also possess a managerial course certification. He must also be intrinsically motivated since he will be required to be the vision bearer of the organization. The general manager must also possess personal skills such as conflict resolution ability and optimistic attitude. The Chef must have strong leadership skills, open to criticism, and have attention to detail. The chef is expected to be the leader in the backline operations and also act as an advisor to the manager and so he also needs to have prior experience as a chef. The waiter, and the hostess must be friendly, fast and accurate, responsible have knowledge of the restaurants products, and be able to work under pressure. Recruitment – Figure B. : Recruitment sources While looking to recruit for positions, there are several places where advertisement will be posted. These include the newspaper, in the internet specifically at Craig-list and career builder, and campus flyers where noticed will be posted. Motivation of the recruited staff Motivation has been a major challenge in any organization. There are several attestations from the different school of thoughts that indicate the reasons as to why people behave the way they do. They therefore, provide an insight on what ought to be done in order to influence the behavior of the employees and thus, have an effect on their motivation. One best way of motivating the employees is through financial rewards (Lusser 78). As such, the compensation scheme of the restaurant will be equitable. There will also be monetary rewards on bonus schemes for the periods where the restaurant’s sales exceed the targets. In so doing the employees will be compelled to give out the best in their productivity so that in the end, higher profits will be realized.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The general manager will be required to have a personal stake in the business. This will bridge the agency-principal conflict that arises between the shareholders and the management. It will also help the general manager to carry out his duties and run the restaurant as if it were his. This is a strong motivational point to the top management since it will inspire the general manager to work extra hard. The chef will be allowed the freedom to interact with the customers. This will create a sense of responsibility on him. Besides, he will be able to get first hand feedback from the customers and thus take it as a personal challenge to have a continuous improvement approach to his work. A collective tipping system will also be incorporated where all the waiters will be required to equally share the tips. This will enhance teamwork and create a cooperative environment during work. The restaurant plans to engage in social orientation activities such as free dietary advises to the community around. The staff will also engage in stree ts cleaning exercises on regular basis. Motivation challenges There are several challenges that arise from the motivation strategies for the restaurant. The employees may be sold out to earning more and in effect, forget other activities that may not necessarily earn them an extra buck. This can cause the operations of the restaurant to cripple if everyone sticks to their job description. This may also create an enmity among the employees if a case of inequality in appraisal arises. To avoid these challenges, the management will come up with a balanced scorecard that will be used as an objective appraisal tool. In doing so, the employees will view the appraisal as objective and therefore, eradicate any possibility of subjective appraisal methods. There are several equity theories of motivation that seek to explain the behaviors of individuals. One such theory is the hertzberg hygiene theory (Adeniyi 118). This theory states that there are two factors that determine the employeesâ₠¬â„¢ motivation. These are the hygiene factors and the motivators. An organization ought to make sure that the working conditions have less hygiene and more motivator factors. This theory will be applied by the Grapevine restaurant to motivate the employees. The management will ensure that all negative factors that act as hygiene factors are eliminated and motivator factors promoted. This is a sure way of having a highly motivated workforce. The restaurant will also have an equitable approach to work motivation such that the employees and predict the consequences of their actions with a high degree of accuracy. In so doing, the employees will be able to make the most preferred decisions so that they cannot only avoid punishment, but also work towards positive appraisal.Advertising We will write a custom proposal sample on Ways and Means of Motivating the Workforce specifically for you for only $16.05 $11/page Learn More Works Cited Adeniyi, M. A. Effect ive leadership management: An intergration of styles, skills character for today’s CEOs. Bloomington: AuthorHouse, 2007. Print. Lusser, R. N. Leasership: Theory, application, and skill dvelopment. Sydney: Cengage Learning, 2010. Print. This proposal on Ways and Means of Motivating the Workforce was written and submitted by user Moises R. 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.

Kota Fibres, Ltd Essays

Kota Fibres, Ltd Essays Kota Fibres, Ltd Essay Kota Fibres, Ltd Essay Case Report for Kota Fibres, Ltd. Group 7 BA 141 (WFY) 8/11/2010 Table of Contents Point of View . 1 Case Context .. 1 Problem Definition .. Framework of Analysis . 1 Analysis . 2 Decision 6 Justification of Decision .. Implementation of Decision.. 7 Appendix .. 8 Bibliography 33 EXECUTIVE SUMMARY The group took the point of view of management for the case of Kota Fibres, Ltd. The goal of maximizing shareholder wealth was the backdrop against evaluations of the company’s health and proposals to improve the same were made. Kota Fibres’ main problem was fairly straightforward: the management of the company’s cash holdings was inefficient. This was reflected in the smaller problems that the company faced in 2001. An evaluation of the company’s profitability showed increasing price competition; liquidity, a dispiriting debt position; efficiency; a long cash conversion cycle; and leverage, increasing dependence on borrowed capital. Coupled with unfavorable market conditions, the events responsible for Kota Fibres’ financial health confirmed the company’s weak cash position. Cash flows were not only weak, but they were also drained by large dividend distributions. Management paid high dividends to shareholders for many years under the misapprehension that reinvesting in it in the business was necessarily riskier. Ironically, it was keeping cash out of the business that increased credit risk, devalued Kota Fibres as a manufacturing firm and reduced shareholder wealth. In addition to cutting back on dividend distributions (at least until the company stabilized), the group also recommended implementing the Transportation manager’s proposal of reducing the rawmaterial-inventory requirement to 30 days to improve the company’s cash position and meet the demands of the heavy production and selling season ahead. I. Point of View: Management II. Case Context Kota Fibres, Ltd. was founded in 1962 to produce nylon fiber at its only plant in Kota, India. The company supplies synthetic fiber yarns to a steady ranchise of small local textile weavers that produce colorful cloths for making saris. The synthetic-textile market in India within the time frame of the case was driven by competitions in price, service and credit. For Kota Fibres, a large end-customer base of nearly 500 million Indian women and a relatively inelastic demand for its synthetic fiber yarns made the company a profitable enterprise. In fact, unit growth in the industry was exp ected to be 15 percent per year. However, Kota Fibres’ profit margins began to thin due to increasing price competition in the market. Management, in turn, adopted a seasonal production cycle that regrettably generated seasonal training and set-up costs and labor unrest. Moreover, operating expenses were estimated to be 6 percent of sales in 2001, a figure higher compared to last year’s. Interestingly, this was due to the addition of a quality-control department, for which there had been no indications of a need for one, and the three young nephews of Mrs. Pundir, in whom she hoped to build an allegiance to the family business. She also proposed to pay dividends of Rs500,000 per quarter to only 11 individuals who held the entire equity of Kota Fibres, Ltd. Incidentally, these 11 individuals were members of her extended family. III. Problem Definition: Mrs. Pundir’s management of Kota Fibres’ cash is inefficient. Because the company is already anticipating the heavy selling season, the problem thus requires a solution that will generate cash inflows in the immediate future. IV. Framework for Analysis A. Gaining Familiarity B. Identifying the Problem C. Recognizing Sub-problems D. Identifying Goal/s E. Analyzing the Case F. Recommendation V. Analysis A. Gaining Familiarity Please refer to the Case Context above. B. Identifying the Problem Please refer to the Problem Definition in the previous page. C. Recognizing Sub-problems In 2001, Kota Fibres faced several sub-problems that reflected, if not confirmed, the inefficient management of the company’s cash holdings. Frequently overdrawn bank account Unpaid excise tax Delayed customer deliveries suspended collections of sales Impaired credit profile Large dividend distributions D. Identifying Goal/s 1. To determine how the proposals of Mrs. Pundir’s middle-managers may improve Kota Fibres’ cash position 2. To provide Kota Fibres with an improved financial plan to present to the bank that will qualify the company for an extension of credit, in order to meet the demands of the heavy selling season ahead E. Analyzing the Case Part 1: An evaluation of Kota Fibres’ profitability, efficiency, liquidity and leverage The following were attributed to the company’s position in the market and additions to operations: CGS and OPEX increased by nearly 50 percent in 2001 from the base year. Net profit was reduced by 60 percent in 2001. (Refer to Table 2, Figures 5, 7 to 10). Net and operating profit margins decreased from 1999 to 2000 by 3 percent and from 2000 to 2001 by 2 percent. (Refer to Table 1, Figure 6). Decreases in EBIT and net profit ? decrease of 10 percent in ROA and ROE in 2001 (Refer to Figures 4 to 6, 13) Notably, interest expenses grew about a 100 percent in the same year, which implied that the company planned to borrow more money in 2001. (Refer to Figures 11 and 12). The company’s liquidity position fell about 200 percent in 2001 because of a 400 percent increase in notes payable to the bank in the same year. (Refer to Figure 14). Kota Fibres’ cash holdings were only 5. 3 percent of total assets in 2000 and even fell in 2001. This percentage barely covered half of the company’s current liabilities and alerted the group to the possibility of bankruptcy. (Refer to Table 6, Figure 22). Kota Fibres’ working capital was only 24 percent and 14 percent of total assets in 2000 and 2001, respectively. (Refer to Figu re 17). The group expected a higher figure, especially for a manufacturing company, but learned that the company’s cash position might have been responsible for the drop in the figure. There was also a sharp fall in Kota Fibres’ equity-debt ratio due to a 200 percent increase in total debt in 2001. Refer to Figure 15). The company’s forecasted debt position was dismal thus far. Kota Fibres’ inventory, accounts receivable and accounts payable turnover ratios decreased in 2001 because inventory, A/R and A/P increased in the same year. Figures for days inventory and average collection and payment periods increased consequently, resulting in an operating cycle of 18 days in 2000 and 21 days in 2001. (Refer to Figure 19). However, when the averages of inventory, A/R and A/P for the year ending 2001 were used in determining the turnover ratios, new figures showed that the company was actually terribly inefficient. Seasonal fluctuations in inventory, A/R and A/P accounted for averages higher than the ending balances of the same in 2001. These, in turn, produced a figure of 72 days for cash conversion cycle. (Refer to Figure 20). In other words, the company doesn’t expect to realize cash from its acquisition of inventory within intervals of nearly three months in 2001. The following were the reasons why the bank didn’t extend any more credit to Kota Fibres: Poor cash holdings Increases in interest obligations and decreases in EBIT decreases in nterest coverage ability from 1999 to 2001 (Refer to Figure 21) Declining cash-debt coverage figures (Refer to Figure 22) Despite having an equity-based financial structure, ratios for leverage revealed that the extent of non-owner claims to Kota Fibres’ assets in 2001 nearly tripled from 2000. Likewise, assets were thrice more funded by creditors in 2001. (Refer to Figures 23 and 24). Unfortunately, the increases in Kota Fibresâ€⠄¢ borrowing activities in 2000 were neither supported by increases in cash inflows nor supportive of possible cash inflows. In fact, the company may need to borrow some money from the bank in order to maintain a cash balance of Rs750,000 in 2001. (Refer to Figures 25 and 26). Part 2: An evaluation of the proposals of Mrs. Pundir’s middle-managers. Assumptions made for each proposal are as follows. Extend current credit terms of 45 days to 80 days for Pondicherry Textiles. Rs6,000,000 Sales: 1. Because Pondicherry Textiles was expected to purchase from Kota Fibres across the year, the group allocated Rs6M throughout 2001 according to the purchase pattern of the latter’s customers. 2. Collections from the sale to Pondicherry Textiles were reflected after 80 days of forecasted sales made for every month in 2001. (Refer to Tables 8 and 9) Reduce raw-material inventory requirement from 60 days to 30 1. Raw materials per month of 2001 = 55 percent of sales expected to be made two months later. 2. Raw materials turnover ratio = CGS/Raw materials 3. Days raw materials = 360/RM turnover 4. Because the same amount of material will be purchased by Kota days. Purchases: (same) Fibres, only the requirement for days raw materials was changed- 60 to 30 days (Refer to Tables 10 and 11) Accept Japanese firm’s proposal to supply expected to be made two months later on a just-in-time basis, which may reduce pellets inventory to 2 (or 3) days outstanding. 1. Pellet-RM per month of 2001 = 35 percent of 55 percent of sales 2. Pellet-RM turnover ratio = CGS/Pellet-RM polyester pellets , 3. Days pellet-RM = 360/Pellet-RM turnover 4. Because the same amount of pellets will be purchased by Kota Fibres, only the requirement for days pellet-RM was changed- 60 to 2 days. (Refer to Tables 12 and 13) Implement a scheme of level production. annual 1. In economics, the cost of producing a good is the cost of its factor input. The group decided to simplify the implementation of this particular proposal by equating the cost of production with the cost of labor. 2. Figures for net sales were used in the computation of GPM, which was adjusted to reflect labor savings in OPEX. (Refer to Tables 14 and 15) The effects of each proposal were made to reflect in the Schedule of Cash Receipts and Disbursements, supported by adjustments made to the Forecast T-Accounts. Each proposal was implemented, that is, â€Å"plugged into† the existing schedule and t-accounts, independently. Tables 8 to 15 show that the second proposal produced the least amount of debt outstanding, Rs2,704,866, at the end of 2001. By reducing the length of time that inventory was held in the warehouses, decreases in storage and holding costs significantly reduced operating expenses. Mrs. Pundir’s original forecast for Debt Outstanding was Rs3,463,701. [Note: Though the third proposal reduced the original forecast for debt outstanding to Rs3,017,128, the effects of implementing the same show a slightly higher figure for Purchases because such raw materials were purchased more often. Refer to Tables 5 and 12). ] The same proposal also produced the greatest percentage for cash as a percentage of total assets- nearly 5 percent. Though the first proposal increased A/R the most, cash collections were far in between due to the extension of credit terms. Consequently, this proposal produced the largest amount of debt outstanding at the end of 2001. (Refer to Table 5). Net cash inflows of Rs46,814 under the first proposal and Rs287,850 under the second proposal were used to pay the bank in December. Refer to Tables 8 and 10). The last two proposals produced not only the second and third largest amounts of debt outstanding, respectively, but also the only net cash outflows, the amounts of which were subsequently borrowed from the bank. (Refer to Tables 5, 12 and 14). Table 1 shows a ratio analysis of the effects of the implementation of each proposal. F. Recommendation The group recommends the implementation of the Transportation manager’s proposal to reduce the raw-material-inventory requirement from 60 days to 30 days. VI. Decision Tables 10 and 11 show the effects of the implementation of the second proposal on the Schedule of Cash Receipts and Disbursements and on the Forecast T-Accounts. The same figures show that Kota Fibres is still indebted to the bank in the amount of Rs2,704,866. In addition to the implementation of the second proposal, the group recommends the proposed yearly dividend distributions (Rs2,000,000) to be reinvested in the company and be used to pay the bank. The group also recommends the issuance of equity securities to raise funds to pay the balance. Furthermore, the group advises management to consider equity financing in raising funds for heavy selling seasons in the future. For now though the group believes that the recommendations given thus far will be sufficient to satisfy the immediate production and selling needs of Kota Fibres. VII. Basic Justifications of Decision The large dividend distributions that Mrs. Pundir made to the company’s 11 shareholders (also members of her extended family) were primarily accountable for the company’s poor cash position. The Pundir family believed that excess funds retained in the business were at greater risk than the

Its Not About School Prayer Essays - Prayer, Religion And Children

It's Not About School Prayer Essays - Prayer, Religion And Children It's Not About School Prayer The question of school prayer has been moved from one of the storage rooms way beyond the wings to somewhere prominently on stage, if not front stage and center. The most important thing about the discussion of a school prayer amendment is not school prayer as such. People of eminently good sense and religious conviction can disagree about whether there should be prayer in public schools and, if so, what kind of prayer and who should be in charge of it. Those decisions should be made by thousands of communities and local school boards across the country. That is called democracy. An amendment is needed not to mandate or even to encourage school prayer but to restore to the people their right and responsibility to deliberate and decide a question that bears upon the kind of education they want for their children. Parents who are serious about the moral and religious formation of their children should have no illusions that adding a prayer at the beginning of the school day will achieve that goal. Public policy should help such parents send their children to schools that share their educational goals. This means school vouchers, education tax credits, flexible charter schools, or other instruments that can enable parents to exercise real choice in education. That, however, does not obviate the need for a school prayer amendment, which might better be called an educational democracy amendment. Quite apart from the merits or demerits of prayer in public schools, an amendment is needed for three reasons. First, it is a necessary check upon the overreach of the imperial judiciary. The school prayer decisions of the early 1960s were a particularly blatant instance of judicial activism. The Constitution neither mandates nor prohibits prayer in the schools. What the Constitution says about school prayer is absolutely nothing. For almost two centuries nobody thought that school prayer was a constitutional question. It was up to local communities and their school boards. (Some scholars claim that a fairly small percentage of public schools actually had such prayer.) That is the way it should be again. Those who claim that the American people are not capable of deciding the question in a civil and mutually respectful manner reveal an unseemly contempt for the democratic process. Our point, however, is that what the Constitution does not say is unconstitutional is not unconstitution al. The Constitution does not say that prayer in the public schools is unconstitutional, therefore it is not unconstitutional. One may argue that school prayer is unfair, divisive, mischievous, or just plain dumb. But it is not unconstitutional, and apparently it will take an amendment to make that clear. The second reason for an amendment is that it will challenge the judicial advancement of the pernicious ideology of the naked public square, of American public life denuded of religion and religiously grounded values. Whatever else one may think of the school prayer decisions of the 1960s, they sent a powerful message that ours is a secular society, and that a secular society is one in which religion must be expunged from any sphere that is designated as public. Combine that with the notion that public is a synonym for governmental and the conclusion is inescapable that religion must retreat wherever government advances-and government advances almost everywhere. This has been the unhappy pattern of more than thirty years. An amendment can check that pattern and perhaps, in due course, reverse it. The third reason for an amendment, closely connected to the first two, is that the incoherence of church-state jurisprudence over the last three decades is tied up with the school prayer decisions. Many, if not most, of the justices of the Supreme Court in the last decade have at one time or another publicly admitted that the Court has gotten itself into a brier patch of confusion and self-contradiction when it comes to the religion clause of the First Amendment. In our view, the Court's decisions have created a situation in which the no establishment provision of the religion clause has increasingly undercut the free exercise provision, even though the free exercise of religion is manifestly the purpose of the religion clause. Former Chief Justice Warren Burger has observed

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