The case of Adolf Hitler

Adolf Hitler, a dreaded figure in the 20th century, was an Austrian-born German politician and the leader of the National Socialist German Workers Party, popularly referred to as Nazi party.He was an extreme autocrat and led Germany from 1933 to 1945 both as a chancellor and head of state. Hitler was a veteran of the Second World War. As he rose to absolute power, he gained support by propping up German nationalism, anti-capitalism, anti-communism and anti-semitism using both his alluring oratory and cant.He sparked World War II in Europe when he re-armed Germany and invaded Poland in 1939. Hitler wed his long-time mistress Eva Braun at the fall of Berlin in 1945, but to avoid being captured by the Soviet army, the two committed suicide less than two days later (Joachim, 1974).But his regime has left many unanswered questions, even among psychoanalysts. The extreme heartlessness that marked Nazism and the Holocaust beats not only logic but also human understanding. It remains a puzzl e how Germans collectively went out of their minds under Hitler and perpetrated one of the greatest horrors in history.During the war, Hitler-led Nazi forces engaged in constant cruel acts. This included the systematic murder of up to 17  million civilians, about six million of whom were Jews targeted in the Holocaust. Roman victims are approximated to be up to 1.5 million, while others included the disabled, ethnic Poles, homosexuals, Soviet civilians and Jehovah's Witnesses.But was Hitler in his right senses as he oversaw all this? I believe not so. He is believed to have suffered from a mental disorder, particularly Borderline Personality Disorder (BPD).BDP generally involves prolonged disturbance of personality function in persons over the age of 18 years, although it is sometimes found in adolescents. It is typified by depth and inconsistency of moods.It normally involves abnormal levels of instability in mood, black and white thinking, chaotic and unstable interpersonal rela tionships, self-image, identity, and behavior; as well as a regular disturbance in the patient’s sense of self. This disturbance can, in severe cases, lead to periods of dissociation. (American Psychiatric Association, 2001).The disturbances can eventually have an insidious negative impact on much of the psychosocial aspect of life and without proper therapy, self-harming is often an open possibility. (Gunderson, 2001). An insight into Hitler’s life shows a manifestation of the various components of this disorder.This is attributable to claims that he had empty human relations, was inflexible and single-minded, had no human feelings, oversaw malevolent behavior, and eventually committed suicide, among others (Toland: 1991).Emotional torture seems to have been one of the main reasons behind Hitler’s situation, and his subsequent inhumanity. There is a strong correlation between child abuse and development of BDP.   Majority of BPD patients usually have a histor y of abuse and neglect as young children, especially if they were emotionally, physically, verbally, or sexually abused by parents. Loss of a caregiver or loved one could also be a central factor. (Gunderson, 2001).And this could answer the origin of Hitler’s condition. The loss of a younger brother, Edmund, to measles in 1900 caused permanent changes in Hitler. He transformed from a confident, outgoing boy who found school easy, to a depressed, sullen and detached boy who always battled his own father and his teachers.As a child, Hitler’s also suffered abuse that included brutal sadistic beatings as well as constant verbal humiliation by his father Alois Sr. He once even tried to escape from home by constructing a raft with friends, and his father beat him so viciously that the dad even thought he killed his son (Dorpat: 1999).Hitler’s mother was on her part depressed and forlorn about her marriage and felt guilt over her incestuous bond with Alois. She also fa iled to discipline Hitler and contain his tempers.It is this abuse and neglect, and his parents’ emotional withdrawal from him that may possibly have made Hitler suffer from BDP at a tender age. This trauma subsequently left him badly unprepared for social, academic and job-related pursuits. (Waite, Robert, 1993)With BDP deemed to be a result of a problem with emotional dysregulation, experts have even developed Dialectical Behavioral Therapy (DBT), a method of cognitive therapy in BPD treatment. Yet, central to the success of this therapy is the conviction that BPD is a biological disorder exemplified by sharp sensitivity to emotion and amplified emotional intensity.Other experts believe that any biological components of BPD are probably related to changes that occur on a biological level as a result of emotional and psychological trauma. (Linehan, 1993).This biological perspective could thus also effectively correlate Hitler’s emotional distress with his disorder. So me existing literature further suggests that traits related to BPD are influenced by genes.People with BPD influenced by genes often have a close relative with the disorder, although Hitler’s father’s brutal treatment of his son does not suffice a conclusion that he suffered from this disorder as well. The diagnosis of this disorder in Hitler could thus explain could strange behavior that was so characteristic of him later in his life.Individuals with BPD are extremely sensitive to the manner in which others treat them and often react strongly to perceived disapproval or hurtfulness. Their self-image can change swiftly from exceedingly positive to extremely negative. They often resort to impulsive behaviors that include drug abuse and general recklessness. And this was characteristic of Hitler.He was addicted to amphetamine after the late summer of 1942. This went in tandem with his sadistic, malevolent, and antisocial behavior clearly depicted in the Holocaust and the World War II. He also showed signs of splitting. He held an image of himself as ostentatious; omnipotent and triumphant on one side and felt inferior, mortified and defeated on the other, making his behavior very erratic. (Dorpat: 1999).It is believed the diagnosis of this disorder accounts for Hitler’s ruthless and destructive personality transformation and lack of human feelings. It also explains the fact that he was distant, self-contained, withdrawn and without friends.The cognitive aspect of BDP is to an extent manifested in the form of quasipsychotic or micropsychotic symptoms among those suffering from this disorder. These symptoms include inner voices telling them to commit suicide, depersonalization and paranoid feelings.This usually prevails in the defeated side of the split and is fanned vulnerability, despair and self hatred. The fact that Hitler went on to commit suicide probably shows a direct manifestation of the cognitive component of BDP. (Heston, 1980).   And these symptoms are often suppressed using Cognitive Behavioral Therapy. This form of therapy involves a therapist engaging with a client in a bid to change both behavior and thought patterns.   Hitler was nonetheless never subjected to this therapy.In conclusion, it is evident that BDP took toll on Hitler’s emotions and served as the base for his malevolence and anti-social behavior. The disorder, perhaps coupled with several other mental challenges, resulted in acute psychiatric problems and played a major role in molding his personal; behavior, which depicted a man not in charge of himself.ReferencesAmerican Psychiatric Association. (2001) Journal of Psychiatry.Dorpat,L.Theo, M.D.(1999). Trauma to Malevolence.Cambridge:MIT.Gunderson,G.J (2001). Personality Disorder: Washington:APP.Heston L. Leonard, M.D. (1980). Adolph Hitler:Doctors and Drugs. N.Y.Preston.Joachim, C. (1974). Hitler .NY:PrenticeJohn, T (1991), Adolf Hitler: N.Y:Doubleday.Linehan,M.M (1993). Borderline Personality. N.Y:OUPWaite, R.(1993). Adolf Hitler. N. Y: DaCapo

Key Sectors of Economic Growth in Kenya Essay

Economic growth is the increase in the amount of the goods and services produced by an economy over time. It is conventionally measured as the percent rate of increase in real gross domestic product i.e. real GDP. In Kenya the key main sectors to achieve economic growth are agriculture which is the mainstay economic growth drivers, energy sector, manufacturing and industry, service sector which is mainly tourism, financial services and banking and also the private sector. All of these sectors are in line with the Kenya Vision 2030, the economic pillar. The key sectors are as discussed below: 1. AGRICULTURE: Agriculture has been the key factor of economic growth of Kenyan economy. It continues to be the key factor that will drive the economic growth of Kenya as it contributes to about 24% of Growth Domestic Product. And for this reason the government should increase budgetary allocation to the agricultural sector up from the Kshs 53.5 billion allocated in National Budget 2012/201 so as to be in line with the Maputo Declaration which requires the budget allocation to agriculture to be atleast 10% of total Government budgets and The government should also subsidize the farm inputs such as fertilizers for the farmers, this will maximize production. Livestock farming also has to be considered. If the government increases funding to the agricultural sector, such occurrences as food shortages, seasonal inflation and unemployment would be curbed if not avoided. Agricultural sector which includes; †¢Livestock sector and dairy farming: The livestock sector provides employment opportunities while also increases income. Kenya exports from hides and skins for leather industry earned Kshs 4 billion. Also reforms need to be made on the Kenya Meat Commission. †¢Fisheries: Kenya earns around Kshs 4 billion from this sector. The sector also employs about 60000 people and also over half a million people depend on this sector for livelihood through trading and fish processing thus thee number of fish processing plants should be increased. 2. TOURISM SECTOR: The service sector of Kenya contributes 63% of Growth Domestic Product and it’s mainly tourism industry which is the country’s principal source of foreign exchange thus the government. The tourism industry along with the government has to take steps to address the security problem and to reverse negative publicity especially after the post-Election Violence of 2007 following disputed General Elections. Such steps among others should include establishing a tourist police and launching marketing campaigns in key tourist origin markets. Former minister of Tourism Najib Balala ran such campaigns in CNN. 3. ENERGY SECTOR: The energy sector an important sector to drive the smooth growth of the economy hence there is need for the Government to put up measures that would help the sector to grow thereby, contributing to the growth of the economy as the sector is depended on by manufacturing and industrial sector and also the agricultural sector. There exists limited power generation and transmission capacity in the country. This is caused by lack of adequate investment in power systems and infrastructure development. This combined with rapid economic growth, new customer connections and unreliable rainfall patterns have caused the current electricity shortage in Kenya. Though Kenya is not natural resource endowed, the natural resources the country can boast of for energy generation are small hydro, geothermal, coal, biogas, tidal waves, solar, wind and recently the oil exploration in Turkana. The government needs to invest heavily in the energy sector so that there is no over reliance on Hydro power. The government should implement a policy to attract private sector investments in the energy sector i.e. the Kenya Private Sector Power Generation Support Project. In doing so it will boost economic growth and in job creation. 4. INDUSTRY AND MANUFACTURING SECTOR: Kenya boast of being the industrialized country in East Africa, the manufacturing sector contributes to about 15% of Growth domestic Product, this percentage doesn’t as the manufacturing sector is hampered by high energy costs, shortages of hydro telemetric power, poor infrastructure and counterfeits products i.e. cheap imports. Industrial and manufacturing sector has become increasingly significant to Kenya economy due to increased urbanization. Most industrial plants are located in urbanized towns which has led to the reason Kenya has three cities i.e. Nairobi, Mombasa and Kisumu; they include food-processing industries such as grain milling, beer production, and sugarcane crushing. These plants contribute significantly to national income as well as generate employment. Also the oil refinery which processes imported crude petroleum into petroleum products, mainly for the domestic market. In addition, a substantial and expanding informal sector engages in small-scale manufacturing of household goods, motor-vehicle parts, and farm implements. 5. FINANCIAL SECTOR AND BANKING: Kenya is East and Central Africa’s hub for financial services. Most of the banking institution and other financial services firms are located in the urban centres as it is considered that urban people have higher income which is not the case, thus innovation and opening of banking sectors should be put in place in rural areas. Such innovations includes mobile banking which where now rural populations have daily access to financial services as most people now own mobile handsets. MPESA is the widely used mobile banking, it is estimated that MPESA has given access financial services to about 75% of the people. Government thus needs to encourage other mobile money transfers such as Tangaza, Yu cash, and Airtel money. In doing so it will create a competitive environment and thus many people will get access to the financial services. The Nairobi Stock Exchange (NSE) ranks fourth in Africa in terms of Market capitalization. Stock markets provide market liquidity that enables implementation of long term projects with long term payoffs thereby promoting a country’s economic growth. Moreover, efficient capital markets not only avail resources to investors, they also facilitate inflow of foreign financial resources into the domestic economy. Government needs to institute reforms in the financial sector as capital market development is an important component of financial sector development and supplements the role of the banking system in economic development. Capital markets assists in price discovery, liquidity provision, reduction in transactions costs, and risk transfer.

Behavioral Programme Assignment Essay

Our esteemed bank was established on 11 May 1921 and went public on 11 November 1921 in the name of Nadar Bank Limited at Ana Mavanna Building, Thoothukudi. Later we renamed as Tamilnad Mercantile Bank Limited. We had only 4 branches until 1947. The bank has now 388 full fledged branches and 732 ATM’s all over the India. In order to serve the rural areas, the bank extended services more in non-metro areas. Out of 388 branches, 344 branches are located in Rural, Semi Urban and Urban areas only. GROWTH: We are one of the oldest private sector banks which is continuously making profits and paying highest dividends. This was possible only with the dedicated employees at all levels who are energetic and are enthusiastic in the growth and prosperity of the bank. This made the bank to adopt the official motto: â€Å"Totally Motivated Bank† Achievements and Awards : The financial express in its survey on India’s Best Bank 2013 has ranked our bank No.1 among the Old Private Sector Banks. TMB has been rated 2nd Best Bank in Small Banks category by Business World under India’s Best Bank 2013 TMB has received the Best Banker award in Customer Orientation and Human Resources. TMB has received ASSOCHAM India 9th Annual Summit cum Social Banking Excellence Awards 2013 – India’s Best Private Sector Bank 2013. FUTURE VISION OF TMB: Looking Ahead: The vision of the bank is to develop the bank into a much stronger bank with  the higher level of modernization to handle the business volume. Noble thoughts and high ideas of the team of management charged with dynamic spirit of action will take the bank to a greater height, achieving growth in strength and exhibit the bank as a model bank in the Banking industry. The bank has set itself a high standard, be it in operation, customer service or compliance to regulation. Technology upgradation and March towards Hi-Tech Cyber Banking are the current mission of the Bank. VISION STATEMENT: â€Å"To be a progressive bank with strong brand equity, Enhancing the value for all the stake holders through Excellence in performance and good governance† Medium Term Goal: Aiming to increase its total business to Rs 1 lakh crore in the next four years and to expand our branch network outside Tamil Nadu. At present we having a total business of Rs 41,000 crore in 2013-14, and planning to open a large number of branches in Andhra Pradesh, Karnataka, Kerala, Telangana, Gujarat and Maharashtra in the next 3 years. Our endeavor is to have 30-40 branches in each of these states. We are targeting a total business of Rs 50000 crore in 2014-15, and aiming to have a network of 800 branches in four years. â€Å"Our medium-term goal is to make TMB a pan-India bank. After the expansion of branch network in the southern states, we will focus on widening our footprint in the northern and eastern regions of the country. ASSIGNMENT II CISCO WORK CULTURE Today’s organizations face increasing demands for responsiveness, adaptability, innovation, speed, and responsible corporate citizenship. No organization can afford to dismiss the potential benefits of having a diverse and inclusive culture. So for Cisco, building an inclusive and diverse organization is an ongoing and essential business imperative. It truly believe it is their responsibility to: Empower our teams Eliminate biases Create an environment where everyone feels welcomed, valued, respected, and heard. Commitment They aim to provide employees with all the resources, programs, and training necessary to achieve their business goals. They have been giving everyone an opportunity to operate at their best selves, and provide their customers with the best and most innovative products and services. How They Are Structured By partnering with their business leaders, human resource organizations, and key stakeholders and constituents, they have built a holistic diversity framework that is embedded in every part of Cisco. They have constructed an Inclusion and Diversity Coalition, a global team that advises and supports Cisco executives at the function and region level. Along with established inclusion and diversity ambassadors, it includes advocates in the field. The team helps to accelerate program execution by reinforcing inclusion and diversity communication and expectations. Cisco’s employee engagement strategy: Cisco’s employee engagement strategy has yielded several benefits through the use of collaboration tools. For example, the quarterly company meeting has gone through a total transformation. In the past, Cisco held the company meetings in a physical location, usually a local convention center near the headquarters in San Jose, California. Today the quarterly company meetings are virtual. Through the use of video and collaboration technologies, employees globally can participate in these meetings and interact with senior executives through a live chat (using Cisco Jabber ® technology). The entire event is recorded (along with chat transcripts and other documents) and shared with all employees. This approach has increased employee participation and provided a new venue for rich interaction between employees and senior executives, all of which have boosted overall employee satisfaction. Cisco uses a virtual format for other events as well such as the annual global sales experien ce (20,000-plus attendees) and strategic leadership offsite (3000-plus senior leaders). More than ever employees are conscious of their health and wellness, while employers are looking for ways to provide employees with high-quality healthcare options while keeping their costs under control. Cisco opened a state-of-the-art HealthCenter in San Jose for employees and has followed with centers at other sites. Through the use of technologies such as HealthPresence ® and unified communications, Cisco employees have access to some of the best healthcare systems around the world ASSIGNMENT III 3 Model Component of Commitment About the Model: John Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 â€Å"Human Resource Management Review.† The model explains that commitment to an organization is a psychological state, and that it has three distinct components that affect how employees feel about the organization that they work for. The three components are: 1. Affection for your job (â€Å"affective commitment†). 2. Fear of loss (â€Å"continuance commitment†). 3. Sense of obligation to stay (â€Å"normative commitment†). We can use this model to increase commitment and engagement in your team, while also helping people to experience a greater feeling of well-being and job satisfaction. Let’s look at each of Meyer and Allen’s three types of commitment in greater detail. Affection for Your Job (Affective Commitment) Affection for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. You’ll most likely identify with the organization’s goals and values, and you genuinely want to be there. If you’re enjoying your work, you’re likely to feel good, and be satisfied with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment. Fear of Loss (Continuance Commitment) This type of commitment occurs when you weigh up the pros and cons of leaving  your organization. You may feel that you need to stay at your company, because the loss you’d experience by leaving it is greater than the benefit you think you might gain in a new role. These perceived losses, or â€Å"side bets,† can be monetary (you’d lose salary and benefits); professional (you might lose seniority or role-related skills that you’ve spent years acquiring); or social (you’d lose friendships or allies). The severity of these â€Å"losses† often increases with age and experience. You’re more likely to experience continuance commitment if you’re in an established, successful role, or if you’ve had several promotions within one organization. Sense of Obligation to Stay (Normative Commitment) This type of commitment occurs when you feel a sense of obligation to your organization, even if you’re unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because it’s the right thing to do. This sense of obligation can stem from several factors. You might feel that you should remain with your organization because it has invested money or time in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition. This obligation can also result from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization. Note: These three types of commitment are not mutually exclusive. You can experience all three, or two of the three, in varying degrees. Applying the Model at our TMB: Affection for Your Job (Affective Commitment): We are very fortunate in having dedicated employees at all levels who have been energetic and working with untiring zeal for the good growth and prosperity of the institution for the past 92 years. The name and fame of the bank are in a large measure, due to the efficient and diligent service of the highly loyal staff members and officers. This has enabled the Bank to adopt the official motto â€Å"Totally Motivated Bank†. Most of the employees in TMB are committed towards our organization. This has been proven through the  profits earned and dividends paid to the stake holders. Without the positive commitment of affectionate this would not have been possible. In TMB, employees treat themselves to be a part of the family. With this unique feature TMBian’s move forward and make the organization goals and achieve great heights. Fear of Loss (Continuance Commitment): It’s important to do our best to grow affective commitment, and reduce our team’s reliance on continuance and normative commitment, so that we can lead a team of people who feel passionate for their roles. In TMB, we having some Team members with continuance commitment, which not only impact their growth but also impacting other Team enthusiastic employees, or even lower the morale of the organization. To encourage positive changes, we will link people’s goals with those of the team or organization. If appropriate, we align our team’s roles with their skills and interests, with techniques such as Job Crafting . It’s important to help people find purpose in their work, which will help them to come out from the above commitment. Sense of Obligation to Stay (Normative Commitment): In our organization, some officers from STEP programme feel a sense of normative commitment since our organization has invested a lot in their training and development. Since they have been contracted for 5 years, they could not able to switch job even if they got better opportunity. To overcome this we are likely to develop affective commitment through explaining them about their growth in this esteemed organization and make them to feel & experience positive emotions at their work. Further, we will encourage these people to thrive, and to enjoy the work that they’re doing. We make sure that we give praise regularly, and create a healthy workplace , so that these kind of people will be happy and productive. ASSIGNMENT IV Change is a common thread that runs through all businesses regardless of size, industry and age. Our world is changing fast and, as such, organizations must change quickly too. Organizations that handle change well thrive, whilst those that do not may struggle to survive. The concept of â€Å"change management† is a familiar one in most businesses today. But, how  businesses manage change (and how successful they are at it) varies enormously depending on the nature of the business, the change and the people involved. And a key part of this depends on how far people within it understand the change process. One of the cornerstone models for understanding organizational change was developed by Kurt Lewin back in the 1950s, and still holds true today. His model is known as Unfreeze – Change – Refreeze, refers to the three-stage process of change he describes. Lewin, a physicist as well as social scientist, explained organizational change using the analogy of changi ng the shape of a block of ice Lewin’s Three-Step Model For Implementing Change Unfreeze: This first stage of change involves preparing the organization to accept that change is necessary, which involves break down the existing status quo before you can build up a new way of operating. Key to this is developing a compelling message showing why the existing way of doing things cannot continue. This is easiest to frame when you can point to declining sales figures, poor financial results, worrying customer satisfaction surveys, or suchlike: These show that things have to change in a way that everyone can understand. To prepare the organization successfully, you need to start at its core – you need to challenge the beliefs, values, attitudes, and behaviors that currently define it. Using the analogy of a building, you must examine and be prepared to change the existing foundations as they might not support add-on storeys; unless this is done, the whole building may risk collapse. This first part of the change process is usually the most difficult and stressful. When you start cutting down the â€Å"way things are done†, you put everyone and everything off balance. You may evoke strong reactions in people, and that’s exactly what needs to done. By forcing the organization to re-examine its core, you effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, you won’t get the buy-in and participation necessary to effect any meaningful change. Change: After the uncertainty created in the unfreeze stage, the change stage is where people begin to resolve their uncertainty and look for new ways to do  things. People start to believe and act in ways that support the new direction. The transition from unfreeze to change does not happen overnight: People take time to embrace the new direction and participate proactively in the change. A related change model, the Change Curve , focuses on the specific issue of personal transitions in a changing environment and is useful for understanding this specific aspect in more detail. In order to accept the change and contribute to making the change successful, people need to understand how the changes will benefit them. Not everyone will fall in line just because the change is necessary and will benefit the company. This is a common assumption and pitfall that should be avoided. Time and communication are the two keys to success for the changes to occur. People need time to understand the change s and they also need to feel highly connected to the organization throughout the transition period. When you are managing change, this can require a great deal of time and effort and hands-on management is usually the best approach. Refreeze: When the changes are taking shape and people have embraced the new ways of working, the organization is ready to refreeze. The outward signs of the refreeze are a stable organization chart, consistent job descriptions, and so on. The refreeze stage also needs to help people and the organization internalize or institutionalize the changes. This means making sure that the changes are used all the time; and that they are incorporated into everyday business. With a new sense of stability, employees feel confident and comfortable with the new ways of working. The rationale for creating a new sense of stability in our every changing world is often questioned. Even though change is a constant in many organizations, this refreezing stage is still important. Without it, employees get caught in a transition trap where they aren’t sure how things should be done, so nothing ever gets done to full capacity. In the absence of a new frozen state, it is very difficult to tackle the next change initiative effectively. How do you go about convincing people that something needs changing if you haven’t allowed the most recent changes to sink in? Change will be perceived as change for change’s sake, and the motivation required to implement new changes simply won’t be there. As part of the Refreezing process, make sure that you celebrate the success of the change – this helps people to find closure,  thanks them for enduring a painful time, and helps them believe that future change will be successful. Applying the model at TMB : At our bank we have followed the Lewin’s Three-Step Model while implementing our New Logo: Unfreeze: Even though our Bank has been established in 1921, the logo was set for the bank only in 1962. Since the logo was not competent to match to the current generation of banking and also not expressed the future face of the bank. It has been decided to change the Logo. After having various meetings with our stake holders, at last our Management got approval from our stake holders to change our logo. Our Management has started the process for changing the logo of our bank after 50 years. We are well aware that changing our established logo should be approached with a great deal of caution and forethought. Only a new logo design makeover (executed correctly) can infuse our company brand with new excitement, new blood. We are the leading private sector bank with strong development in modern banking and need a logo that is more in line with, and appealing to, our vision along with modern banking facilities. Change: After got approval from stakeholders, our bank started planning on designing the new logo which should express our vision along with modern banking facilities. The organization has ready to take risk by changing the Logo. The Dispel rumors by answering the questions asked by any one the openly and honestly and also relate the need for change back to operational necessities. Our organization has announced a contest among the staff members for creating a logo which should reflects our vision and Modern banking and also to make the staff involvement. Which made everyone feel that it’s a right time to change Logo of our bank and will give new face to our bank. Refreeze: With help of our all staff members our bank has designed a new log which described our vision and modern banking. The magenta-and-royal-blue combo is a colourful showcase of the brand’s illustrious past, where the inherent DNA of our bank – customer orientation & commitment to excellence takes center-stage. The complementary colours and the clear-cut typeface underline our bank’s new philosophy of staying in tune with the current generation. What holds the logo together and helps break the clutter is the clever play on the letter ‘M’. An amalgam of two upward arrows, ‘the Positive M’ clearly symbolizes our bank’s new promise – to be one step ahead of life. our New logo was created. On 03.05.2012, we have launched New Corporate Identity (New Logo) for our Bank in a grand function at Thoothukudi by our Managing Director & CEO in the august presence of all the Directors of our bank. Change of our New Logo was communicated to people through various medium of communication. The New logo has brought a strong believe from the public that, our bank not only a have a traditional type of banking but also have the Modern banking.

The Continuum between Legitimacy and Fraud Research Paper

The Continuum between Legitimacy and Fraud - Research Paper Example This essay discusses that Shawver, an Associate Professor of Accounting at King’s College, and Clements, a Professor of Accounting at Florida Southern College, are trying to explain the effect of emotion on ethical evaluations of earnings manipulation. In the accounting context, it is evident that there some emotional interplay between the evaluation of earnings manipulation. This is because the perpetrator of the manipulation is usually an accountant, and the person investigating the manipulation is also an accountant. The authors state that prior research suggested that emotions might shape the ethical evaluation and decisions made by an individual, therefore, the research goes on to explore the emotion that an accountant might feel when evaluating earnings management.Yang, a Professor of Science and Technology, Lai and Tan, Professors of Accounting, try to determine the relationship between ownership structure of firms and the types of earnings management. The authors class ify insiders as part of a firm’s executives in their research, and from this, determine that the quality of earnings management is affected by discretionary accruals. Specifically, the accruals in the firm fluctuate with executive ownership, indicating that that equity stakes by top members of a firm should be reduced in order to reduce agency costs and relationships. This ensures that the earnings reflected by management are less fraudulent that in other firms that do not have top executives in top-tier management positions.... Female Directors and Earnings Management in High-Technology Firms. Pacific Accounting Review, Vol. 24(1). Pp. 4-32. Gavious and Yosef, Professors of Management, and Segev, the Department of Social Work specialist, wrote this paper to try to explain the effect of the presence of female members in the board of directors and the audit committee. This study was aimed at finding the relation between female directors and the continuum between legitimacy and fraud in earnings management. The study indicates that there is a negative relation between the presence of female directors and earnings management, and that there is always a higher firm value when female representation is higher in higher positions of a firm. The authors quote the moral values of the different genders in supporting this argument, social stereotypes and the women’s motivation and sense of achievement. Ho, J. L., Liu, C. & Ouyang, B. (2012). Bloated Balance Sheet, Earnings Management, and Forecast Guidance. Revi ew of Accounting and Finance, Vol. 11(2). Pp. 120-140. In this paper, the authors, all of them being Professors of Accounting, try to postulate Barton and Simko’s argument that balance sheet information usually acts as a constraint on accrual-based earnings management in a firm. The authors do this by examining the effect of the balance sheet constraint on the manager’s tendency to use either downward forecast or earnings management to avoid downfalls in earnings. The authors find that in cases where the operating assets are higher than average sales, the analyst is likely to provide downward trends of forecasts. In contrast, in cases where there is abnormal increase in production costs and reduction in expenses, the analyst is likely to engage in legal earnings management. This paper

Explain and show what determines the demand for labour by a perfectly Essay

Explain and show what determines the demand for labour by a perfectly competitive firm - Essay Example Labour, is one of the main inputs, along with land, capital and entrepreneurship. The demand for all inputs such as labour is a derived demand. Derived from the output the given factors are used to produce (Begg D., Fischer S. and Dornbusch R., 2000:176). Firms will use labour and capital and focus on either labour intensive method or capital-intensive methods for production. In the short run, it is assumed that capital is fixed and labour is variable. Accordingly, the demand for labour is based on the profit maximising condition, which can be stated in two ways (Begg D., Fischer S. and Dornbusch R., 2000:178). It can be seen that the MPP (which refers to the output of every extra unit of labour) increases from 0.8 to 1 when labour is increased from 1 worker to 2 workers. However, from the 3rd worker onwards MPP begins to decrease. This is explained by the law of diminishing returns, which states that if increasing quantities of variable input are applied to a given quantity of a fixed input, the marginal product, and the average product of the variable input will eventually decrease (Lipsey and Chrystal, 2004:135). However, the firm can continue to add up to 7 workers and still maintain a profit. Thus satisfying the profit maximising requirements since the MRP (obtained by multiplying the MPP by the unit price of the good, which is assumed as â‚ ¬ 500) is higher than Average Variable Cost, which is the wage rate. However, if an 8th worker were to be hired, the AVC will be higher than the MRP, thus the profit maximising condition would be violated. The firm will therefore not expand its labour force to 8 workers (7.5 units of MPP) since the cost of this expansion will be greater than the revenue. At point B, the MRP is at W1 and employment is at L1. The revenue generated by the extra employment is higher than the labour cost since it above the wage

Economics of Strategy Essay Example | Topics and Well Written Essays - 3500 words

Economics of Strategy - Essay Example As the service producing industries in US account for 81 percent of all private sector payrolls, economic growth in the sector can be a boost for the investments in credit. However, as the extent of the credit market impact is not clear, the investments in credit business may result in attracting higher interests for home loan customers or credits being tightened. The overall consumer spending that will be a result of steady gains in jobs and incomes can neutralize the impact of subprime debacle. However, the tight credit may not affect the household sector also as long as labor markets are strong. As service sector companies are adding new workers, the gains in payrolls are a suggestion for the expanding of the operations that supports the household spending. 1 The economy and profitability of economic organizations depend on the transaction costs. In that aspect, the subprime lending is a good opportunity for economic organizations, but the debacle has led the organizations to face the losses. The internal structure, working nature and policy of the economic organizations decide the cost and nature of transactions. As a result, transaction cost economics by Coase decides the structure of the organization and working relations between departments in an economic organization. ... The afore-mentioned costs depend on the organization of transactions. The efficiency of organization and profitability increases by decreasing the transaction costs and increasing the returns. The first type of costs are the costs coupled with markets that are result of bargaining of independent agents. However, the afore-mentioned have least affect on sub-prime market as they charge higher interest rates from comparatively lower income class. The significant problem in this market is about risk involved in repayment of the loan advanced to the customers. The afore-mentioned problem arises from the second type of costs that incur due to the decisions of the individuals in the company manage to influence decisions for their personal benefits. Minimizing the afore-mentioned second type of costs is very difficult in any type of economic organization, as opposing the decisions is possible only with managing influence costs within the organization. In general, there is not much care taken about internal workings of an economic organization. 2 However, investing in subprime market on a large scale is a decision of internal working and the extent of investment should depend on the economic growth. Many organizations have invested (advanced loans on lesser security) in subprime market, while in a period when the economy is in recession or not recording remarkable growth. The theory of markets controlled by impersonal forces is useful in managing the influence costs within the management, as the managers, who influence the decision of the firm have to take into consideration the market conditions and probable changes in near future. The near future mentioned above should be nearer to the time that

The Crusades Saladin Research Paper Example | Topics and Well Written Essays - 2000 words

The Crusades Saladin - Research Paper Example The paper "The Crusades Saladin" discusses The Crusades Saladin. Besides heavy casualties, the expeditions influenced its participants in their various aspects of life to adopt new mannerisms, foods, cultural outlooks, learning, and weapons. The Born á ¹ ¢alÄ Ã¡ ¸ ¥ al-DÄ «n YÃ… «suf ibn AyyÃ… «b in 1138, Saladin emerged as a powerful and most influential Muslim sultan of his time. During his reign, Saladin led troops in wars geared at regaining holy lands such as Jerusalem, which were lost during earlier battles. This was achieved by conquering and unifying warring factions before defeating King Richard I of England in the Third crusade. As such, Saladin is regarded as a great leader for his role in uniting and leading the Muslim world into crusades such as the battle of Hattin through to the Third Crusade. This paper illustrates the life of á ¹ ¢alÄ Ã¡ ¸ ¥ al-DÄ «n YÃ… «suf ibn AyyÃ… «b with regard to his rise to power, leadership, and crusades. Saladin’s heritage is subject to debate among historians who fail in consensus on his paternal family origins. Some describe him as a Kurd while others illustrate an Arab and Turkish ancestry. Saladin’s father, Najm ad-Din Ayyub was a warden at Tikrit fortress after rising in prominence as a wealthy Kurdish chief and a noble Muslim before Saladin was born. For this reason, Ayyub developed administrative skills that made him useful to the then ruler. Tikrit was a significant city as a scholars centre to both Christians and Muslims. The thirst for power and wealth saw Ayyub assist a rival leader.... However, the thirst for power and wealth saw Ayyub assist a rival leader, Imad ad-Din Zangi Lord of Mosul, after his defeat by offering them refuge in Tikrit. Similarly, Shirkuh, Saladin’s uncle was accused of murder, which forced Ayyub and his family to flee with his family on the same night the Saladin was born (Nicolle 10). In 1139, Saladin's family moved to Mosul where Zangi received them and proceeded to appoint Ayyub as the commander of his fortress in Baalbek, Syria as acknowledgement of his help. Saladin spent most of his early life in Baalbek following his father’s military career, which would later play a critical role in nurturing his leadership skills. Saladin’s early childhood education focused on religion, ethics, and culture, which involved learning Arabic, poetry, grammar, and formal prayers (Burhan). In addition, Saladin studied the Koran and the traditions of Prophet Muhammad as demanded in accordance to Islamic traditions. Over time, he was mai nly interested in learning Islamic principles concerning Christians and Jews owing to the prevalent barbaric crusades in Jerusalem. This interest can also be attributed to the day he was born as his family was exiled following the murder of a Christian by his uncle. Saladin failed to understand how Islam called for noble treatment of Christians and Jews even as they were involved in massacres in Jerusalem, in the name of crusades. In spite of the controversy surrounding the ill treatment of Muslims by Christians, Saladin was guided by Sufism, which sought for a higher spiritual life and closer intimacy with God. With great influences such as his father and uncle, Saladin grew up in a cultured environment of Damascus where he completed his education. It is indicated that Saladin got