Baumrind and Zimbardo Demonstrate that People their...

Human behaviorist’s have long studied changes in people’s behavior as it relates to obedience in authoritative relationships. Two of the most renowned obedience studies were conducted by Stanley Milgram and Philip Zimbardo, in which they each tested reactions to authority using important variables that were manipulated throughout their experiments. However, some psychologists, like Dina Baumrind, a psychologist for the Institute of Human Development, believe experiments that test humans impetuous reactions should not be conducted unless the subject is well-informed of the purpose. Baumrinds, â€Å"Review of Stanley Milgrams Experiments on Obedience† criticizes the accuracy of Milgrams study and further explores the emotional response those†¦show more content†¦To defend her view of environment settings playing a role in personality changes, Baumrind says, â€Å"the laboratory is not the place to study degree of obedience or suggestibility†¦ since t he base line for these phenomena as found in the laboratory is probably much higher than in most other settings† (Baumrind 225). Likewise, Zimbardo discusses the reaction his subjects have to the prison environment. The atmosphere in the prison allows both the guards and prisoners to become more in-depth with their characters, giving them the opportunity accurately to perform their role during the prison simulation. Zimbardo notes, â€Å"as the guards become more aggressive the prisoners become more passive† (Zimbardo 244), thus, the prisoners believe, just as the teachers of Milgrams experiment, the guards have their best interest in mind, causing them to remain obedient. Aside from the atmosphere in which both Milgram and Zimbardos experiments occur, Baumrind believes the trust the teacher creates with the experimenter can also be a cause of psychological stress once purpose of the experiment is disclosed. She explains the â€Å"potentially harmful† emotional consequences, by arguing, â€Å"it could easily effect an alteration in the subjects self image or ability to trust adult authorities in the future† (Baumrind 227), because the

The Federal State Of The United States Essay - 926 Words

A federal state is one that brings together a number of different political communities with a common government for common purposes, and separate â€Å"state† or â€Å"provincial† or â€Å"cantonal† governments for the particular purposes of each community. The United States of America, Canada, Australia and Switzerland are all federal states. Federalism combines unity with diversity. It provides, as Sir John A. Macdonald, Canada’s first Prime Minister, said, â€Å"A general government and legislature for general purposes with local governments and legislatures for local purposes.† The word â€Å"confederation† is sometimes used to mean a league of independent states, like the United States from 1776 to 1789. But for our Fathers of Confederation, the term emphatically did not mean that. French-speaking and English-speaking alike, they said plainly and repeatedly that they were founding â€Å"a new nation†, â€Å"a new political nationality†, â€Å"a powerful nation, to take its place among the nations of the world†, â€Å"a single great power†. Fathers of confederation The Fathers of Confederation, Quebec Conference, 1864 They were very insistent on maintaining the identity, the special culture and the special institutions of each of the federating provinces or colonies. Predominantly French-speaking and Roman Catholic, Canada East (Quebec) wanted to be free of the horrendous threat that an English-speaking and mainly Protestant majority would erode or destroy its rights to its language, its French-type civil law,Show MoreRelatedThe United States Federal Government875 Words   |  4 PagesToday, many Americans are firm believers that the federal government is constantly overreaching and causing citizens to feel harassed and mislead. 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American citizens desire to witness several changes that can boost their lives under different fields of life. It goes without being mentioned that the stiff economic competition on the market in the current era plays a crucial role in mobilizing the masses to embrace or deter from several existing issues. Therefore, different governments have to analyze the demands and pleas of the local commonRead MoreThe Federal Reserve Of The United States Essay1792 Words   |  8 Pageslargest economy in the world. The United States founding fathers established a government system to distribute certain powers of the federal government to particular branches that have checks and balances in place to assure efficiency and openness among its divisions. One may assume that the organization that controls the monetary supply of an economic powerhouse of a country would have strong oversight and control over the policies they carry out. The Federal Reserve, also referred to as The Fed

Taxation Act 1953 Imposes an Obligation

Question: Describe about the Report for Taxation for Act 1953 Imposes an Obligation. Answer: 1. The Tax Administration Act 1953 imposes an obligation on the payer entity to collect tax from the payee at the time of making payment to employee or business so that they can meet their tax liability at the year-end. The term employee is not defined under TAA 1953 so Taxation Ruling 2005/16 in Para 6 states that for the purpose of section 12-35 of the TAA 1953 the term employee will have the ordinary meaning. The section 12-190(1) of the TAA 1953 states that an entity is required to withhold tax at the time making the payment to another entity if the payment is made for supply and if the none of the exception is applicable. The section 12-190(2)-(6) of the TAA 1953 sets out the exceptions and the primary exception as provided under the section is that if the entity quotes the ABN in the document related to the supply. The Taxation Ruling 2002/09 states that if the ABN is not quoted by the entity then it is required to withhold the payment. In the given case the company has an empl oyee and an IT contractor that has not quoted the ABN so in both the cases the business is required to withhold the amount form payment (Woellner et al. 2016). In the given case the business withhold $25000.00 or less therefore it is a small withholder. The small withholder is required to report and pay the withhold amount on quarterly basis. In case of employee the tax withheld amount is $2197.00. The calculation is provided in the appendix. It is provided in the act that if a supplier does not provide the ABN then 49% of the amount should be withheld and is required to be paid in the tax office. The calculation provided below shows that the tax withhold from the suppler is $2940.00 and the total tax withheld is $5137.00. Calculation showing Tax withhold Particulars Amount Payment to Supplier $ 6,000.00 Tax withhold from supplier $ 2,940.00 Tax Withhold form the employee $ 2,197.00 Total Tax withheld $ 5,137.00 If a business pays its employee $450 or more then the company is required to pay superannuation on the wages. The superannuation contribution should be 9.5% of the earning of the employee and it is required to be paid by the employer on a yearly basis. 2. The public listed company is required to pay multiple taxes like income tax, payroll tax, fringe benefit tax, goods and service tax, monthly instalment of BAS etc. The taxes are required to be paid on due date and it is necessary that at the due date the company should have enough cash to pay the taxes that are due. In order to avoid any shortage of cash at the due dates the company is required to adopt two fold approach of the financial management strategy. The first step is that the company should be able to correctly estimate the tax. The correct estimation is necessary because without correct estimation the tax that will be due cannot be estimated. Then the next step is that the company should develop a cash budget. The cash budget is the estimated cash inflow and outflow during a period. It is necessary because it helpful in planning the expenses so that enough cash balance is maintained for payment on due date. 3. In the given case the forecast of Company A is required to be prepared. The figures provided in the case for preparing forecast were all inclusive of GST and the impact of GST was required to be considered while preparing the forecast. In the section 17-15 of the Income Tax Assessment Act 1997 it is stated that in calculating the assessable income the amount that is equal to GST payable or receivable should be adjusted so that the amount receivable or payable does not include GST amount (Barkoczy 2016). The New Tax system (Goods and Services tax) Act 1999 provides that the GT rate is 10%. Therefore while preparing the forecast all the GST amounts are excluded. The calculation of forecast is given below: Statement showing financial forecast of Company A Particulars 2015 (Actual) 2016 (Forecast) Sales Volume 333 366 Charges per client $ 2,727.27 $ 2,727.27 Sales $ 908,181.82 $ 999,000.00 Less: Expenses Utilities $ (1,818.18) $ (1,872.73) Rent $ (9,090.91) $ (9,363.64) Salaries $ (50,000.00) $ (51,500.00) Superannuation $ (4,750.00) $ (4,892.50) Advertising $ (909.09) $ (936.36) Water $ (400.00) $ (412.00) Net profit Before Tax $ 841,213.64 $ 930,022.77 Tax (30%) $ (252,364.09) $ (279,006.83) Profit After Tax $ 588,849.55 $ 651,015.94 4. The benefit that is provided to the employer by the employee in addition to the salary or wages is termed as fringe benefit. The fringe benefits are guided by the legislation Fringe Benefits Tax Assessment Act 1986. The section 7 of the FBTAA 1986 states that it is considered as car fringe benefit if the employer provides car facility to the employees that are used by the employee for personal use (Taylor and Richardson 2013). The taxable value of car fringe benefit can be calculated by using statutory formula as provided in section 9 of the FBTAA 1986 or operating cost basis as provided in section 10 of the FBTAA 1986. The calculations of the value of the car fringe benefit are given below: Statutory Formula Method Statement showing value of Car fringe benefit Particulars Amount Cost of the Car $ 50,000.00 Statutory Rate 20% Number of days the car was used for private purpose 90 Number of days in the FBT year 365 Taxable Value of the Car Fringe Benefit $ 2,465.75 Operating Cost Method Statement showing value of Car fringe benefit Particulars Amount Registration $ 1,000.00 Insurance $ 1,000.00 Fuel $ 5,000.00 Total operating Cost $ 7,000.00 Total Kilometer Travelled 10000 Total Kilometer travelled for business use 8000 Total kilometer travelled for personal use 2000 Private use percentage 20% Taxable Value of the Car Fringe Benefit $ 1,400.00 Advantages Disadvantages There are two methods of computing taxable value of car fringe benefit and each method has its own advantages and disadvantages. The advantage of the statutory method is that under this method a detailed record keeping is not necessary. The disadvantages of the statutory method is that as the taxable value of the fringe benefit is computed based on the cost of the asset so generally the value is more than the other method. The other method is the operating cost method and under this method, the advantage is that the taxable value computed is generally less than that of statutory method (Snape and De Souza 2016). The disadvantage of the operating cost method is that under this detailed record is required to be maintained. Recordkeeping The record keeping requirement varies between the statutory method and the operating cost method. The general requirement states that reasonable record should be maintained in English so that FBT could be assessed. The records are required to be maintained for five years for the purpose of FBT as per section 135F of the FBTAA 1986. The logbook is required to be maintained if the operating cost method is used for calculating the value of car fringe benefit. If the logbook is not used then the odometer should be used for record keeping (Saad 2014). In the statutory method, maintaining logbook record is not mandatory. 5. The Tax system in Australia is a mix of direct and indirect tax and it is levied by the both the state government and commonwealth government. The company that has a turnover of $50000000.00 per month and employs more than 100000 employees is required to pay a number of taxes. The taxes that are applicable to the company are provided below: Income Tax The company is required to pay tax on assessable income under Income Tax Assessment Act 1936 and Income Tax Assessment Act 1997. The tax rate that is applicable is 30% . Capital Gain Tax The companies are required to pay taxes on all gains made by the company by selling assets of the company. The CGT is not a separate tax but is assessed under Income Tax Assessment Act 1997. Goods and Service Tax The GST is applicable on most of the goods and services including goods that re imported in Australia. The tax is applied at the flat rate of 10% and is governed by the legislation A New Tax System (Goods and Services Tax) Act 1999. Fringe Benefit Tax The FBT is applicable to the non-cash benefits that are provided by the company to the employees. This tax is governed by the legislation of the Fringe Benefit Tax Assessment Act 1986 and a flat rate of tax 49 % is applied. Custom Duty The custom tax is imposed on all goods that are imported in Australia. The company is required to pay tax on imported goods under the Custom Act 1901. Excise Duty The excise duty is imposed on the goods that are produced or manufactured in Australia. The company that are producing or manufacturing goods in Australia is required to pay excise tax under Excise Act 1901 and Excise Tariff Act 1921. Stamp duty The company is required to pay stamp duty on certain transfer of property as per Stamp Duties Act 1923. Pay roll Tax The payroll tax is imposed on the employer if the employee is paid above the threshold limit. The tax rate is generally 3% to 7% based on the Pay roll tax act. The important lodgment dates for the companies for the financial year 2016 is given below: The Income tax return is to be lodged by 28th February 2017. The businesses that have employees is required to submit the payment summary by 14th July 2016. The company is required to lodge a Pay As You Go withholding annual report by 14 August 2016. The quarterly super annulations contribution should be paid by 28 July 2016. The quarterly GST return is due on 28 July 2016. The monthly GST return should be paid on the 21st of the next month. 6. Calculation showing payroll tax liability for the month of August Particulars Amount Amount Annual Wages $ 1,000,000.00 Monthly wages (A) $ 84,932 Less Threshold $ 750,000.00 Number of days employing $ 31.00 Number of days in period $ 365.00 Threshold for the month of July (B) $ (63,699) Balance (A-B) $ 21,233 Rate of tax 5.45% Tax Payable $ 1,157 7. The Tax agent service is governed by the multiple legislations that includes Tax Agent Service Act 2009, Tax Agent Service Regulations 2009, Tax Agent Service (Transitional Provisions and Consequential Amendments) Act 2009 and Tax Laws Amendment Act. The registration and regulations of the tax agents, BAS agents and financial advisers are included in the Tax Agent Service Act 2009 (Cooper 2016). The qualification and the experience requirements of the agents are included in the Tax Agent Service Regulation act 2009. The Regulation 7 of the act states that in order to become a BAS agent an individual is required to satisfy at least one requirement of Division 1 of Part 1 of schedule 2. The Regulation 8 of the Act states that in order to become eligible for becoming tax agent an individual is required to satisfy the requirement of Division 1 of Part 2of Schedule 2. In order to become the financial adviser an individual is required to fulfill the conditions that are provided in the Divi sion 1 of part 3 of Schedule 2 as per the regulation 8A of the TASRA 2009. An individual can register as a tax agent through any of the option provided in item 201to 206 of the schedule 2. This items are: As per item 201 accountancy qualification and experience of 12 months in last 5 years; As per item 202 qualification in other disciplines and experience of 12 months in last five years; As per item 203 higher qualification in accountancy and experience of 2 years in the last 5 years; As per item 204 qualification in law and experience of 12 months in the last 5 years; As per item 205 the work experience of 8 years in last 10 years; As per item 206 the member of a professional body and experience of 8 years in last 10 years. The registered tax agent is only allowed to prepare and lodge tax return and charge fees. Therefore any individual not registered with ATO cannot charge fees for the preparing and lodging tax return. On the basis of the analysis it can be said that the staffs that are not registered but lodging and preparing tax return is violating the Australian taxation regulation (Richardson et al. 2013). 8. The Fringe Benefit tax is the tax that is applied if the employer provides non-cash benefit to the employee and it is governed by the Fringe Benefit Tax Assessment Act 1986. The section 58X of the FBTAA 1986 states that benefit that are provided to the employee for work related items are exempted from the FBT (Richardson et al. 2013). This work related items include electronic device, computer software, protective clothing, briefcase, tools of trade. In the given case, the company A has provided the staff a phone and laptop for work related use therefore this are exempted FBT. The section 16 of the FBTAA 1986 states that if the employer provides interest free loan or loan at an interest rate below benchmark rate then it is considered as loan fringe benefit. In the given case, the company has provided a loan of $50000.00 to employee at an interest rate 3% but the benchmark rate is 5.95% so the company is required to pay the FBT. The calculation is given below. The section 58H of the FBTAA 1986 the newspapers and periodicals that are used for the purpose of business is exempted from FBT. In the given case, the company has provided a magazine to the staff that is related to the business so it is exempted from FBT (Potter et al. 2013). The section 39A of the FBTAA 1986 states that if the employer provides facility of car parking to the employee then it is taxable car fringe benefit. The section also provides various conditions that should be fulfilled before the FBT could be applied. The one of the condition for applicability is that commercial car parking facility should be available within one kilometer. In the given case the company has provided the car parking facility to the employee but as there is no car parking facility within 1 km radius so the car benefit is not applicable (McKerchar et al. 2013). The Fringe benefit that is required to be shown in the PAYG summary is $1551.24. The calculation is given below. Statement showing calculation of FBT liability Particulars Amount Loan Fringe Benefit Loan amount $ 50,000.00 Benchmark interest rate 5.95% Interest rate charged by the employer 3% Interest rate considered as Fringe Benefit 2.95% Taxable Value of Loan Fringe Benefit $ 1,475.00 Gross Up rate 2.1463 Fringe Benefit Taxable amount $ 3,165.79 FBT rate 49% FBT liability $ 1,551.24 9. The Business Activity Statement is a tax reporting requirement that is issued by the Australian Tax office on a monthly or quarterly basis to the business. The BAS is useful for reporting and paying tax such as Goods and Services Tax, PAYG and other tax liability. If there is not enough cash to pay it is still advisable to lodge Business Activity Statement within the due date and the payment can be made later (Oats 2012). Then in such case the company will have pay interest on delay in payment but the penalty for non-submission of BAS within due date can be avoided. In the given case the profit of the company has drooped so it does not have enough cash for payment of tax. Therefore in this case it is advised that the BAS should be lodged within due date and the tax can be paid at the later stage. 10. The BAS is required to be lodged on monthly or quarterly basis and there are various mistakes that are made in the process which are given below: It is important to identify whether cash or accrual basis of accounting is adopted so that correct report could be printed; At the time of preparing the quarterly BAS the wages for one month is required to be declared; The sales amount should be GST free; It is advised that the PYAG instalment amount should not be varied without proper consultation of the management; The BAS should be lodged within the deadline; The PYAG and the GST should be reconciled; The preparation of BAS is a complicated process so it is advised that management should follow the strategy of closely working with the bookkeeper and the accountant to ensure that the BAS is correctly lodged (Burton and Karlinsky 2016). Reference Barkoczy, S., 2016. Foundations of Taxation Law 2016.OUP Catalogue. Burton, H.A. and Karlinsky, S., 2016. Tax professionals perception of large and mid-size business US tax law complexity.eJournal of Tax Research,14(1), pp.61-95. Cooper, G.S., 2016. Implementing BEPS, or Maybe Not-the Australian Experience One Year On. McKerchar, M., Bloomquist, K. and Pope, J., 2013. Indicators of tax morale: an exploratory study.eJournal of Tax Research,11(1), p.5. Oats, L. ed., 2012.Taxation: a fieldwork research handbook. Routledge. Potter, B., Ravlic, T. and Wright, S., 2013. Developing accounting regulations that reflect public viewpoints: The Australian solution to differential reporting.Australian Accounting Review,23(1), pp.18-28. Richardson, G., Taylor, G. and Lanis, R., 2013. Determinants of transfer pricing aggressiveness: Empirical evidence from Australian firms.Journal of Contemporary Accounting Economics,9(2), pp.136-150. Richardson, G., Taylor, G. and Lanis, R., 2013. The impact of board of director oversight characteristics on corporate tax aggressiveness: An empirical analysis.Journal of Accounting and Public Policy,32(3), pp.68-88. Saad, N., 2014. Tax knowledge, tax complexity and tax compliance: Taxpayers view.Procedia-Social and Behavioral Sciences,109, pp.1069-1075. Snape, J. and De Souza, J., 2016.Environmental taxation law: policy, contexts and practice. Routledge. Taylor, G. and Richardson, G., 2013. The determinants of thinly capitalized tax avoidance structures: Evidence from Australian firms.Journal of International Accounting, Auditing and Taxation,22(1), pp.12-25. Woellner, R., Barkoczy, S., Murphy, S., Evans, C. and Pinto, D., 2016.Australian Taxation Law 2016. Oxford University Press.

The Definition of Diversity in the Workforce

Introduction Today, the prevailing concern for human resource personnel is to have a varied workforce given the fact that diversity has a new dimension altogether. Each organization has its own way of defining diversity at the workplace; it has more than one established view of focusing on race or sex.Advertising We will write a custom term paper sample on The Definition of Diversity in the Workforce specifically for you for only $16.05 $11/page Learn More The varying marketplace and workers’ demographics are the main concerns in diversity staffing plans in nearly all the corporations. Thus, diversified staffing is seen like a deliberate reserve for competitive edge by the HRM. Besides, diversity emerged as the issue concerning cultural minority groups, tribal marginal set, elder people, and populace with disabilities. It has further included females, those who exercise English as their subsequent tongue, individuals of non-customary sexual orient ation as well as additional non-established grouping. Alternatively, some practitioners claim that another element of diversity entails conditions that control one’s existence and value systems, such as education backdrop, belief, spare time behavior, earnings, parental and conjugal status, work skills, and people’s ecological locations. The staff members have recognized the increased benefit of diversified workers to their baseline. Importance of Diversity Recruitment In a corporation, for success to be realized, a diverse labor force is required at workplace to increase production, enhance problem solving abilities and maximize innovation purposes. There is need, therefore, to appoint personnel from any race given that the retail influence is bestowed in the hands of individuals and groups from diversified settings. With respect to this, it has progressively become more imperative for corporations to replicate the frameworks of their consumers’ base via utiliz ing diverse personnel. Furthermore, to put up experienced staff that would limit demographic transformation upsetting the workforces and existing capacities, diversified employees must be recruited in the impending periods. At present, within the international markets, customers have become more cautious and acknowledged the need for a diverse approach in providing services and goods. It is essential to accept diversity in a corporation to assemble superior personnel. This will enable change within the labor force and make the company remain competitive in the marketplace.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Strategies used by HR professionals to build and maintain diverse workforce Both the public sector and the private corporations need effective and efficient recruitment programs to gain valuable competitive advantage. It is quite challenging to these sectors to compete for talented and skilled workforces. The trend is likely to continue challenging as labor force is changed by the demographic trends. Due to the above reasons, the public sector human resource professionals have devised various strategies and assumed different steps to ensure that the typical diversity recruitment programs are turned into successful and effective ones. Strategies that human resource professional currently use to diversify the public sector workforce are discussed below. Using referrals To the human resource professionals found in the public sector, referrals have proved to be an influential diversity recruitment tool. In fact, the diversity referral program works very well if both the former and the current workforces can effectively promote the public sector corporations. The workforce referral programs are normally used to measure the perception of employees. Thus, the ex- and the recent staffs are authorized with any reports required from them to confirm why indi viduals might desire to be employed in the corporation and the motives behind the decisions of those working there. Despite being helpful, employees’ referral programs need significant reforms in order to improve their effectiveness. The four ways to make these changes include: finding out what is being said by both the former and the current workers; determining if the workforce demographic sets have any negative perception; steadily pushing out accounts to workforces to offer compelling and unique grounds why diverse entities may aspire working in the public sector; developing strategic methods for actively managing employees’ perceptions and communicating with them. Offering rewards, recognition and incentives Very few corporations tend to offer rewards to their managers in order to identify or hire diverse employees. In fact, workforce may be offered small rewards to assist with the identification of diversified candidates’ names. To some extent, human res ource managers are rewarded purposely to recruit diversified workforces. For instance, approximately five to ten percent of the total number of recruiting human resource executives’ salaries must be anchored on retention results and diversity recruiting. The diversity employment triumph in corporations can similarly be tied to the reimbursement given to the higher-ranking executives, the HRM, and the staffing administrators.Advertising We will write a custom term paper sample on The Definition of Diversity in the Workforce specifically for you for only $16.05 $11/page Learn More Besides, the public sector corporations make themselves more attractive to their diversified workers through increasing workforce satisfaction. Workplace and benefit programs including phased retirement, flexible work arrangements, and reward initiatives have become attractive to older employees. According to the public corporations’ human resource professionals, t hese strategies seem to have been working quite well as they have ensured that the workforce was greatly diversified. Establishing college and university relationships The public sector corporations have realized the benefits of establishing close affiliations with universities and colleges in order to recruit diversified workforce. Most corporations develop intimate attachments with sections of apprentices who originate from institutions that have marginal experts. To reach their aims, these corporations proffer scholarship or funding for the marginalized apprentices, such as the Organization for Nationalized Black Masters in Business Administration Students sections. Sometimes, the companies are obliged to bring in students from minority colleges as interns. This method of creating workforce diversity has been a successful strategy since such students are eventually hired to take part in the management trainees programs. Developing relationship with superficially varied societies, unions and specialists With the exception of developing associations with professionals in the higher learning institutions, organizations should build relationships with other institutions dealing with minority groups. Moreover, developing relationship with charitable organizations enables the company to attain its long-term goals geared towards diversity programs. Strategic programs aimed at recruiting diversified workforce from post high school teaching curriculums, community colleges and part time schools might aid in recruiting additional minority groups.Advertising Looking for term paper on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Recruitment campaign techniques used by HR professionals to reach the target audiences Establishing clear goals To successfully reach a target audience and recruit diversified workforce, the campaign strategies used by companies should have clear-cut goals. Corporations have competitive advantage and extra edge when they devise plans that could be used to build and maintain diverse workforce. In order to attain its intended goals, the organization diversity programs should be based on the core values, aims and objectives of the organization. Once drafted and adopted by the management, the diversity recruitment program should then be communicated to all departments of the organization, and its employees should be conversant with the purpose of the program. Every workforce level should have knowledge of the diversity recruitment program, its functions, and importance (Jackson, 1992). To accomplish this, corporations need to use training. If corporation reaches the internal goals, the external objectives can easily be achieved. Workers have the capacity to easily identify the major diversity candidates for the organization. Developing the case for diversity Purposeful and appropriate propositions must be made in order to influence the managers to adopt the diversity-recruitment program and achieve the intended rationale. More often, management will accept the diversity program based on economic or business propositions. This will in turn help managers employ diversified workforce. Organizational diversity workforce programs should have the support of top management to avoid and shun the politic and the legal issues. The corporate directors should be made conversant with the benefits of the diversity recruitment, material value of diversity recruitment to the organization as well as the cost of the exercise to the organization. The organizational leadership must be fully committed to strengthen the program, produce positive results and create an inclusive culture (Paludi, 2012). Using market researches In the public sector, the HR professionals need to draw on the latest research conducted on markets to improve and diagnose the prevailing campaigns on diversity recruitment. In fact, diversity staffing can take advantage of marketplace study in two critical manners. These include to classify the decisive factor for choosing occupation resolutions and to categorize the demographics for work applicants. Building the message for diversity into the corporation service brand A target audience can be reached through this approach. The minority groups should be shown that the corporation offers a good workplace. This could be done through using the organization recruitment website for posting the individual employee’s profile, the core values of the corporation, offering distinctive workplace benefits, sponsoring women or minority based events or even via the use of referral programs (Kossek Lobel, 1997). Steps enacted by human resource pers onnel both to recruit diverse employees and to keep hold of them in the organization The personnel should not only successfully recruit, but also strive to maintain staff in their working positions within an organization. These criteria can be met when several adherence programs are put in place, such as creating the department of choice for people and reviewing the interdepartmental communication channels to reflect on the acknowledgment of employees. Furthermore, promoting cultural esteem and understanding the need to guarantee the employees’ freedom to choose will be boosted once they commence their work at the department. This will in fact promote development opportunities for employees, aiming at channeling their capabilities into the right direction as well as enabling them to understand their self-identities. According to Jackson (1992), personnel should institute a contact official position to endorse service programs and strategies to provide a single contact point w ithin the department. It is also clear that gender balance should be taken into consideration as well as employing the disabled individuals since this will ensure that outsourced staffing provider’s methods are available. The human resource managers should also develop disability action preparation strategies to enlarge new approach and develop opportunities for persons with disabilities. The establishment of monitoring programs should be put in place to enable employee-counseling networks. Disability consciousness trainings for managers and other individuals in recruitment chain should be provided as a precedence to produce a disability contact point. Resource personnel should ensure that the disabled use training and development options through accommodating them and offering rational workplace adjustments (Paludi, 2012). This will help the managers inspect and use further options to provide realistic workplace adjustments and assistive expertise for the employees. Psycholo gical health and welfare alertness program built through domestic policy and learning opportunities should be promoted to ensure employees are retained in an organization. The provision of flexibility to assist employees to balance between job and life responsibilities is necessary as management tends to attract, hold, and engage workers. This can be achieved if the department makes choices for both sexes in order to help employees to maintain their life, work balance and responsibilities while developing vocations. A keep-in-touch plan for employees on parental leave should be implemented so that employees’ commitments and everyday jobs would be known and supported. The HR professionals should ensure that the office is a protected place where people can divulge their sexual direction or gender individuality without being repressed. This will ensure that employees are conscious of the available options to help them balance between personal and work responsibilities (Kossek L obel, 1997). This will enable them to retain their work since it makes it easy for the managers to create loyal monitoring programs to develop guidance capabilities as well as access to networking and growth opportunities. Moreover, HRM should undertake a study to spot exceptional barriers and challenges faced at workplace and in the manual labor to make sure that they employ and keep diversified workforce. Employees from linguistically and ethnically varied regions should also be retained at public workplaces since they augment the corporation’s productivity. To achieve this, the managers should set up an employee review program and maintain the departmental class employer of the people’s choice originating from racially and linguistically assorted backgrounds. In fact, civilizing leadership aptitude promoting development opportunities and recognizing the worth of leveraging the assortment of personnel should be looked into (Albrecht, 2001). This will capitalize on th e potential of employees, who value consumers, and ensure that the personnel practitioners communicate to the employees to recognize the rising desires. Recognition and support for the wants of an inter-generational workforce also encourage the recruitment and retention of diversity employees in an organization. However, managers must promote extensive cultures that hold the capacity of an employee despite age. This implies that personnel managers should make the department and employer of choice for mature-age recruits. Programs should be introduced to assist proficient maturity as well as distribution of information and uphold commercial data. Third, plans that promote retraining of seniors preventing age discrimination on organization management should be made available by the corporation management. They should also try to discover the employees’ prerequisites through surveying taking into their age groups to make sure the department prefers to recruit younger employees ( Kossek Lobel, 1997). Therefore, managers and all the employees should integrate and consider workplace diversity ideology in work practices each time to ensure they are entrenched in the departmental traditions. This ensures a workplace is free from aggravation and prejudice, but recognizes and integrates the corresponding differentiation between the staffs. All industries and departmental workers should be responsible for the accomplishment and execution of this approach. Several campaigns should then be put in place including personnel and strategy section programs for coordinating the execution and progress of initiatives. These should give yearly reports on employees’ performance. Another strategy is the service division and people strategy that is vital to sustain the discharge of the negotiated initiatives. People and value committee uses a requisite strategy to maneuver leadership and education schedule in order to disseminate it across departmental sections (Albrecht , 2001). The support and help in the delivery of monitoring edification incentives call for a well-established learning and development branch. Paludi (2012) claims that indigenous member of staff set-up continues to offer recommendations to every sector in regard to the achievement and unremitting improvements. These ensure that diversity employees are retained. To guarantee that this strategy pushes on well, state directors and universal managers have been put in place to support the workforce to take part in a series of events and assist in the admittance to development opportunities for those who require them. Similarly, the minority campaigners have also been established to reduce the chances of recruiting senior management majorly consisting of the majority members. Lastly, both the state corporate executives and the human resource managers implement recruitment policies within their various offices. Hence, the departments have been recognized with the initiatives so that the employees should seek for access to opportunities and services presented (Paludi, 2012). All these will promote diversity recruitment and retention of employees in their services. In general, a workplace diversity strategy tends to assimilate and execute all the procedures to bring success to the corporation diversity staffing plan and retention of member of staffs in their service stations. Barriers to success Deficiency in understanding the need of having diverse employees within an organization is an important obstacle to the accomplishment of diversity recruitment. Often, organizations see diversity as a reverse discrimination or an affirmative action in their labor force instead of viewing it as a way through which their sales and profits could be increased. In addition, diversity has been perceived as something that cannot work since it has never been applied (Albrecht, 2001). This myth is another barrier to success. The campaign for diversified employee recruitment can also b e undermined by the low educational achievement of the minority groups. Even if the highest levels are normally found in the minority groups, still their numbers are much less as compared to those of other demographic groups. However, recruiters normally experience difficulties in finding the right employees or defining their number to fill the vacant positions. Geography plays an important role in the diverse recruitment process. It becomes a barrier when the needed demographics have migrated to other cities. For instance, most of the cultural groupings reside in the outskirts or some special places in the cities, such as Asians occupy most of the coastal cities. Employing Asians in other places other than the residential places would be difficult Deficiency in well-formulated strategies and goals can also be a great barrier to the organization diversity success. Defining diversity is the first big step towards attaining the diverse workforce. Organizations should be clear stating their purposes and objectives for recruiting diverse employees. Clear goals and objectives will enable the firm to evaluate the effectiveness and success of the process. Conclusion There is no clear definition of diversity in the workforce. The reason is that organizations have different objectives and goals for diversifying their employees. As such, their definition of the workforce also varies. Once the organization has made a decision on why it needs diversity, a program should then be created and the objectives of the program are to communicated to the whole organization. It is important for the organization to understand that diversity is not just a legal requirement as it has a direct impact on the corporation profits. Organizations can apply metrics to track the progress and evaluate the success of their diversity staffing program. References Albrecht, M. H. (2001). International HRM: Managing diversity in the workplace. Boston, Oxford: Blackwell Business. Jackson, S. (1992). Diversity in the workplace: Human resources initiatives. New York, NY: Guilford Press. Kossek, E. E. Lobel, S. A. (1997). Managing diversity: Human resource strategies for transforming the workplace. Hoboken, New Jersey: John Wiley Sons. Paludi, M. A. (2012). Managing diversity in today’s workplace: Strategies for employees and employers. Santa Barbara, California: ABC-CLIO. This term paper on The Definition of Diversity in the Workforce was written and submitted by user Amanda Mcgee 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.

A Brief History of the Young Lords

A Brief History of the Young Lords The Young Lords was  a Puerto Rican political and social action organization that began on the streets of Chicago and New York City in the late 1960s.  The organization disbanded by the mid-1970s, but their radical grassroots campaigns had long-lasting impacts. Historical Context In 1917, the U.S. Congress passed the Jones-Shafroth Act, which granted U.S. citizenship to citizens of Puerto Rico. That same year, Congress also passed the Selective Service Act of 1917, which required all male U.S. citizens between the ages of 21 and 30 to register and potentially be selected for military service. As a result of their newfound citizenship and the extension of the Selective Service Act, approximately 18,000 Puerto Rican men fought for the U.S. in World War I.   At the same time, the U.S. government encouraged and recruited Puerto Rican men to migrate to the U.S. mainland to work in factories and shipyards.  Puerto Rican communities in urban areas like Brooklyn and in Harlem grew, and continued to grow after World War I and during World War II. By the late 1960s, 9.3 million Puerto Ricans lived in New York City. Many other Puerto Ricans migrated to Boston, Philadelphia, and Chicago. Origins and Early Social Activism As Puerto Rican communities grew, dwindling economic resources like proper housing, education, employment, and healthcare became increasingly problematic. Despite their involvement in the wartime labor force and  participation in the front lines of both world wars, Puerto Ricans faced racism, lower social status, and limited employment opportunities. In the 1960s, young Puerto Rican social activists gathered in the Puerto Rican neighborhood of Chicago to form the Young Lord Organization. They were influenced by the Black Panther Partys rejection of a white-only society, and they focused on practical activism such as cleaning up neighborhood garbage, testing for disease, and providing social services. The Chicago organizers provided a charter to their peers in New York, and the New York Young Lords was formed in 1969. In 1969, the Young Lords were described as a ‘’street gang with a social and political conscience.’’ As an organization, the Young Lords were considered militant, but they opposed violence. Their tactics often made news: one action, called the â€Å"Garbage Offensive,† involved lighting garbage on fire to protest the lack of garbage pickup in Puerto Rican neighborhoods. On another occasion, in 1970, they barricaded the Bronxs decrepit Lincoln Hospital, collaborating with likeminded doctors and nurses to provide proper medical treatment to community members. The extreme takeover action ultimately led to the reformation and expansion of Lincoln Hospitals health care and emergency services. Birth of a Political Party As membership grew in New York City, so did their strength as a political party. In the early 1970s, the New York group wanted to disconnect with a perceived street gang held by the Chicago branch, so they broke ties and  opened offices in East Harlem, the South Bronx, Brooklyn, and the Lower East Side.   After the split,  the New York City Young Lords evolved into a political action party, becoming known as the  Young Lords Party. They developed multiple social programs and established branches across the Northeast. The Young Lords Party developed a political structure that resembled a complex hierarchy of parties, within the organization aligned with top-down goals. They used an established set of unified goals and principles that guided multiple organizations within the party called the 13 Point Program. The 13 Point Program The Young Lords Partys 13 Point Program established an ideological foundation that guided all organizations and people within the party. The points represented a mission statement and a declaration of purpose: We want self-determination for Puerto RicansLiberation of the Island and inside the United States.We want self-determination for all Latinos.We want liberation of all third world people.We are revolutionary nationalists and oppose racism.We want community control of our institutions and land.We want a true education of our Creole culture and Spanish language.We oppose capitalists and alliances with traitors.We oppose the Amerikkkan military.We want freedom for all political prisoners.We want equality for women. Machismo must be revolutionary... not oppressive.We believe armed self-defense and armed struggle are the only means to liberation.We fight anti-communism with international unity.We want a socialist society. With the 13 Points as a manifesto, sub-groups within the Young Lords Party formed. These groups shared a broad mission, but they had distinct goals, acted separately, and often used  different tactics and methods.   For example, the Womens Union sought to aid women in their social struggle for gender equality. The Puerto Rican Student Union focused on recruiting and educating high school and college students. The Committee for the Defense of the Community focused on social change, establishing nutrition programs for community members and taking on big issues like access to health care. Controversy and Decline As the Young Lords Party grew and expanded  their operations, one branch of the organization became known as the Puerto Rican Revolutionary Workers Organization. The PPRWO was explicitly anti-capitalist, pro-union, and pro-communist. As a result of these stances, the PPRWO came under scrutiny by the U.S. government and was infiltrated by the FBI. The extremism of certain factions of the party led to increased member infighting. The Young Lords Partys membership declined, and the organization was essentially disbanded by 1976.   Legacy The Young Lords Party had a brief existence, but its impact has been long-lasting. Some of the radical organizations grassroots social action campaigns resulted in concrete legislation, and many former members went on to careers in media, politics, and public service.   Young Lords Key Takeaways The Young Lords Organization was an activist group (and, later, a political party)  aimed at improving social conditions for Puerto Ricans in the United States.Grassroots social campaigns like the Garbage Offensive and the takeover of a Bronx hospital were controversial and sometimes extreme, but they made an impact. Many of the Young Lords activist campaigns resulted in concrete reforms.  The Young Lords Party began to decline  in the 1970s as increasingly extremist factions broke off from the group and faced scrutiny from the U.S. government. The organization had essentially disbanded by 1976. Sources â€Å"13 Point Program and Platform of the Young Lords Party.†Institute of Advanced Technology in the Humanities  , Viet Nam Generation, Inc., 1993, www2.iath.virginia.edu/sixties/HTML_docs/Resources/Primary/Manifestos/Young_Lords_platform.html.Enck-Wanzer, Darrel.  The Young Lords: a Reader. New York University Press, 2010.Lee, Jennifer. â€Å"The Young Lords Legacy of Puerto Rican Activism.†Ã‚  The New York Times, 24 Aug. 2009, cityroom.blogs.nytimes.com/2009/08/24/the-young-lords-legacy-of-puerto-rican-activism/.â€Å"New York Young Lords History.†Ã‚  Palante, Latino Education Network Service, palante.org/AboutYoungLords.htm.â€Å" ¡Presente! The Young Lords in New York - Press Release.†Ã‚  Bronx Museum, July 2015, www.bronxmuseum.org/exhibitions/presente-the-young-lords-in-new-york.

Advanced Management Accounting Assignment Essays

Advanced Management Accounting Assignment Essays Advanced Management Accounting Assignment Essay Advanced Management Accounting Assignment Essay A budget according to Dry (2008) can be defined as a financial plan for implementing the various decisions that management has made or a quantitative expression of planned activities. In addition, a budget is an estimate of costs, revenues, and resources over a specified period, reflecting a reading of future financial conditions and goals. It an organization, it is one of the most important administrative tools, as it serves as a plan of action for achieving quantified objectives and is a device for coping with foreseeable adverse situations. Budgeting is important in an organization because it helps in setting standards of performance, it plays a critical role in strategic planning and it provides a tool to measure organization results. Budgets usually represent a detailed analysis Of how a company expects to spend money in future time periods. Many companies create budgets on an annual basis so they can carefully outline the expected needs of each department in the business. Losing an annual budget process also limits the amount of time companies spend creating and managing capital resources. On the other hand, there may be a general fear and countermanding about the purpose of the budgetary process and control, as it often regarded as time-consuming, unproductive, ineffective and meaningless rather than it being recognized as a tool for management, in all levels in an organization structure. Managers should be engaged in a detailed planned campaign on education and understanding the importance of budgeting as well as to encourage change from what has become an acceptable culture of imprudence towards budget preparation and suggest ways to make the budgetary process and the information become efficient, effective and meaningful. Total involvement of all managerial levels in budgeting is very important. It is even more necessary to get the participation in budgeting especially at the lowest or supervisory level. Thus, budgeting is no longer seen as the sole responsibility of the chief executive officer, budget officer or as that of the top executive in the company. Rather, all levels of the company will participate in the budgeting process and make commitments to achieving the goals set by the budget. The principal advantage which may accrue from full participation arises mainly from a higher level of motivation. Allowing a person to take an active part in planning and control should result in better co-operation. According to Horseman et al (1999), there are three major benefits of budgeting that states that budgeting compels managers to think ahead by formalizing their responsibilities for planning. It will also provides definite expectations that are the best framework for judging subsequent performance and budgeting aids managers in coordinating their efforts, so that the objectives if the organization as a whole match the objectives. It will also clearly defines areas of responsibility which will require managers of edged centers to take responsibility to achieve the budget target for the operations under their personal control and it should provide a basis of performance appraisal. Budgeting has long been recognized as the accepted procedure for profit planning and many of the most successful companies have applied this procedure. However, the budget practice has been labeled fragmented, conservative, wasteful and ineffective by critics of the budgeting process. Some view holds that budgets are primarily concerned with the allocation of cash to specific activities, and the expected outcome of business orientations and that they do not deal with more subjective issues, such as the quality of products or services provided to customers. These other issues can be stated as part of the budget, but this is not typically done. Also, when a company creates an annual budget, the senior management team may decide that the focus of the organization for the next year will be entirely on meeting the targets outlined in the budget. This can be a problem if the market shifts in a different direction sometime during the budget year. In this case, the company should shift along with the market, rather than adhering to the budget. Furthermore, an experienced manager may attempt to introduce budgetary slack, which involves deliberately reducing revenue estimates and increasing expense estimates, so that he can easily achieve favorable variances against the budget. This can be a serious problem, and requires considerable oversight to spot and eliminate. This concept and critic of budgeting has cast serious doubts on the need for a detailed and rigorously-enforced budgeting system, especially one that integrates the budget model with bonus plans. Nonetheless, the decision to install a budget is up to the management of the company. Management may opt to include a budget justification which is a narrative explanation Of each of the components of the budget, which justifies the cost in terms of the Budgeting has long been recognized as the accepted procedure for profit planning and many of the most successful companies have applied this procedure. However, the budget practice has been labeled fragmented, conservative, wasteful and ineffective by critics of the budgeting process. Some view holds that budgets are primarily concerned with the allocation of cash to specific activities, and the expected outcome of business transactions and that they o not deal with more subjective issues, such as the quality of products or services provided to customers. These other issues can be stated as part of the budget, but this is not typically done. Also, when a company creates an annual budget, the senior management team may decide that the focus of the organization for the next year will be entirely on meeting the targets outlined in the budget. This can be a problem if the market shifts in a different direction sometime during the budget year. In this case, the company should shift along with the market, rather than adhering to the budget. Furthermore, an experienced manager may attempt to introduce budgetary slack, which involves deliberately reducing revenue estimates and increasing expense estimates, so that he can easily achieve favorable variances against the budget. This can be a serious problem, and objectifications which is a narrative explanation of each of the components of the budget, which justifies the cost in terms of the proposed work. The explanations should focus on how each budget item is required to achieve the aims of the project and how the estimated costs in the budget is submitted, all items in the budget should be justified. Reposed work. The explanations should focus on how each budget item is required to achieve the aims of the project and how the estimated costs in the budget is submitted, all items in the budget should be justified. However, even though budgeting will be beneficial to the organization, it also has limitations in its preparation. The budget can be seen as pressure devices imposed by management resulting in bad labor relations and inaccurate accounting record keeping. There may be existence of departmental conflicts that may arise due to the allocation of resources and various department may be lamed when the target set have not be achieved. The company will have difficult to reconcile against the companys goals and individual goals and managers may overestimate costs so that they will not be blamed in the future should they overspend on the expenses and revenues. In most large organizations they will ensure that various type of budget are prepared to keep track of all expenses and incomes for the businesses. It will also help managers and account for a construct their annual report. The ability to budget effectively is an important element in order for an organization becoming successful. There are several types of budgets used in the business may take any of these names; master budget, an operational budget , general cash flow budget, capital budget , and financial budget which will be defined below (Hormone et al 1999). Master Budget: This type of budget is comprehensive estimation on how management expects to conduct all aspects of business that will cover the budgetary period for a period of one year. It will summarize the estimated activity by cash budget, budgeted income statement and balance sheet. It includes interrelated budgets from various departments which managers will use as a subset budget to plan and et performance objectives. This type of budget will used in large organization to ensure managers are kept on the same level. Operational Budget: An operational budget is the most common type of budget used. It forecasts and tries to closely predict yearly revenue and expense for the business. The budget can be updated with actual figures on a monthly basis and then you can revise your figures for the year, if needed. Cash Plow Budget: A cash flow budget details the amount of cash that will be collect and pay out. This is generally tallied on a monthly basis, but some businesses tabulate this weekly. In this budget, you track your sales and other receivables from income sources and contrast those against how much you will pay to suppliers and expenses. When there is a positive cash flow, it indicates that the business is growing. Capital Budget: The capital budget helps you to figure out how much money you will need to put in place for new equipment or procedures to launch new products or increase production or services. This budget estimates the value of capita purchases you need for your business to grow and increases revenues. Financial Budget: The financial budget will explain how the business will receives and spend the money achieved on a corporate scale from their capital expenditure. They will need to manage their assets which will have significant effect of the financial health on the company. However, managers will use this budget to help with leverage financing and value the company for mergers and public offering Of stocks. Budgets serve a variety of functions which includes planning, evaluating performance, coordinating activities, communicating, motivating and authorizing actions. A properly used budget can provide a benchmark or comparison point that alerts management to the first indication that their financial goals are unattainable. Four elements must be present in order for a budget to provide this type of information and control. Firstly the budget must be well envisioned, and prepared or approved by management, whilst secondly the budget must be broken down into periods corresponding to that periods financial statements. Thirdly throughout the year the financial statements must be prepared on a timely basis and a comparison made to the budget and fourthly management must be prepared to take action where ever the comparison with the budget indicates a significant deviation. The budget process plays an important role in the planning, decision-making ND controls within the organization. Therefore, it is essential for the company to improve the budgeting process in order to have a better understanding of the strategic goals, garner more coordinated support for those goals, and to improve the ability of the company to respond quickly to competition. There are several ways to improve the budget process. These are as follows: Link budget developments to corporate strategy Design procedures that allocate resources strategically. Tie incentives to performance measures other than meeting budget targets. Link cost management efforts to budgeting. Reduce budget complexity and cycle time Develop budgets that accommodate change The budget expresses how resources will be allocated and what measures will be used to evaluate progress, the budget development is more effective when linked to overall corporate strategy. Linking the two gives all managers and employees a clearer understanding of strategic goals. This understanding in turn, leads to greater support for goals, better coordination of tactics, and, ultimately, to stronger accompanied performance. To create this link, companies must communication their strategies to employees. Top management must take the lead in developing and communicating strategic goals. However, to develop those goals, top management needs information about customers, competitors, economic and technological change information that must come from customer-contact and support units. Companies that establish effective channels for communication find it easier to set challenging yet achievable strategic goals. Setting goals before budgeting begins makes it easier for budget developers at all levels. When this happens, budget developers create from the start budgets that support strategic goals and that, therefore, need fewer revisions. Budget development then becomes not only faster and less costly but also far less frustrating. Many companies still evaluate managers primarily on how closely they hit budget targets. While this may seem logical, in reality this type of one- dimensional evaluation tempts managers to win by playing games with budget targets. Such game playing isnt always in the companys best interest. For many companies, meeting budget targets is secondary to other performance measures. Such companies use a balanced set of performance measures to chart progress toward strategic goals, and use the same assure in their incentive programs. This reinforces the importance of key strategies and communicates what results will be rewarded. At many companies, business unit managers are involved in identifying the measures that are most relevant for their operations. Typically, some measures are financial, while others track progress in other efforts. For example, an appropriate nonofficial measure for one business unit may be product defect rate; for another, speed to market for new products. Once the measures are identified, higher-level management clarifies what targets each manager is expected to meet. Managers and employees receive training on the companys incentive program so that they understand the reason behind the rewards. By linking cost management efforts to budgeting, companies improve the quality of information available for managers to use in developing their budgets. Accurate cost information is fundamental to budgeting. Companies that use accurate cost management techniques and provide budget developers with ready access to cost information improve both the accuracy and the speed of their budget process. Companies strive to reduce budget complexity and streamline budgeting procedures. Such streamlining allows management to collect budget information, make allocation decisions, and communicate final targets in less time, at lower cost, and with less disruption to the companys core activities. By controlling the number of budgets that are needed and by standardizing budgeting methods, companies take important steps toward streamlining budgeting. Another key step is to minimize the amount of detail included in the reports used to develop budgets. Also, in their effort to streamline budgeting, leading companies use information technology to automate budgeting and facilitate workflow. These companies make sure that budget developers are thoroughly trained in new technologies. This training, together with ongoing monitoring of information needs accompanied, helps best practice companies deliver the right information to managers, on time and at the right cost. By developing budgets that accommodate change, companies can respond to competitive threats or opportunities more quickly and with greater precision. They can use resources efficiently to take advantage of the most promising opportunities. Furthermore, knowing that budgets have some flexibility frees budget developers from the need to pad budgets to over a wide variety of possible developments. This leads to leaner, more realistic budgets. Companies typically review budgets quarterly, monthly, or even weekly. By including in these reviews reports on changes in business conditions, companies alert managers that new tactics may be called for, if they are to meet their targets for the year. While it is important that budgets not be revised to cover up for poor performance or poor planning, best practice companies choose to revise budgets rather than adhere to budgets that do not reflect current conditions. Some companies rely on rolling or continuous forecasts rather than on traditional annual budgets. The chief difference between such forecasts and traditional budgets is that the forecast is updated with actual results as the company moves through the year. Figures for three or more subsequent quarters are projected in decreasing degree of detail. One way in which companies build flexibility into budgets is to prioritize according to strategic importance action plans that were rejected due to resource limitations. By doing this, they can act swiftly and decisively if additional resources become available. Another way in which companies evolve budgets that accommodate change is to require managers to create scenarios based on a variety of assumptions about business conditions. The affordability of powerful information technology allows for the creation of many what if scenarios. This practice makes it possible for companies to respond more quickly and effectively if actual conditions follow the pattern of a particular scenario. Companies also build flexibility into budgets by setting aside funds at the business-unit level to take advantage of competitive opportunities. Some companies even establish separate subsidiaries to look onto promising products or technologies. It is imperative that the budget be viewed as an essential tool to help companies to formulate better strategies for achieving its goals and objectives. The strategic planning is the long term plan of an organization and the budget is the short-term plan that contains more detail regarding the business operations. The budget is viewed as the blueprint or plan for the entire business which is prepared for the future period which it is designed by estimating and forecasting future trends in the market. The budget is used to evaluate the actual performance of a company r a section of the company with desirable performance which is based on a budget. It also provides information to the shareholders or investors so they may determine whether the business is a potential investment. Therefore, an excellent budget process should have the ability to convert objectives and desirable goods or future estimated outcomes into data. The budget should also be viewed as one way of positively influencing the behavior of managers within the organization as there are very few, if any decision and actions that managers can take which do not have some financial effect and which will nor abstinently be reflected in a comparison between budgeted and actual result. The nature of budgets is probably the most important advantage that a budgeting process has over most other systems in a typical organization. The ability to budget effectively is a very important part of being successful organization. This will been done through the exercise of preparing a budget which enables managers to promote planning, obtain directions, to make reasonable forecasts which will be serve as a monitoring tool which will predict financial support, promote communication and coordination, titivates and serves as a tool for evaluation and performance and ultimately determine how well the groups mission statement will be accomplished. In piloting the affairs of the organization a budget can be an extremely important and effective tool for management. However, to prepare a meaningful budget the organization must know where it is heading, its goals and objectives. As priorities change people should be involved in the budget preparation and approval process to ensure the resulting budget is fully supported as a budget is a tool of management, not a substitute for management.

Caring the Patients with Heart Failure and Type 2 Diabetes, Anorexia Research Paper

Caring the Patients with Heart Failure and Type 2 Diabetes, Anorexia - Research Paper Example According to the World Health Organization (as cited in van der Plas et al., 2012), palliative care involves improving the patients’ and their families’ quality of life by preventing and relieving suffering through identification, assessment, and treatment of pain and other problems brought about by the disease, including the patient’s physical, emotional, and spiritual problems. Palliative care uses a support system with a team approach to meet the needs of the dying patient and his family to help them regard dying as a normal process and easing the transition (World Health Organization, n.d.). Heart Failure According to Smeltzer & Bare (2003), heart failure is the condition wherein the heart has difficulty in distributing nutrients to the various tissues and cells. In heart failure, there is a problem with the heart’s contraction or its filling of blood. The risk of having heart failure increases with age. Class II Heart failure involves a slight limitat ion of the patient’s ability to perform normal tasks. The patient may experience symptoms during increased physical activity, but not at rest. Class 2 heart failure usually has a good prognosis. Class III Heart failure involves a much more significant limitation of his ability to perform, while the patient may feel comfortable at rest, the slight activity can bring about symptoms. The prognosis for Class III Heart failure is fair, but not as good as Class II (Smeltzer & Bare, 2003). Diabetes (Type 2) Diabetes mellitus is a chronic metabolic disorder which is characterized by hyperglycemia (Abdulameer, Sulaiman, Hassali, Subramaniam, & Sahib, 2012).