The Great Injustice of College Athletics free essay sample

In any case, the ascent in notoriety of elite athletics started to incur significant damage as players started requesting increasingly more from their proprietors. At the point when the incredible melancholy hit individuals no longer had the advantage of paying to watch games. This was the introduction of university games on the middle stage for dissimilar to pro athletics groups, schools could offer competitors something inestimable consequently; instruction. The arrangement was basic, one all costs paid advanced degree as an end-result of selective rights on each move the competitor made. From the unaided eye it would show up the competitor was accepting a reasonable exchange. Nonetheless, in the event that you look carefully enough you will see that the day these competitors sign their name on the specked line they are sentencing themselves to get that is practically indistinguishable from a craftsman without inventive control or rights to his own music. The nation over school sports have become a monstrous venture and have really changed from serious amusing to an all out multi-billion dollar business. We will compose a custom exposition test on The Great Injustice of College Athletics or then again any comparative subject explicitly for you Don't WasteYour Time Recruit WRITER Just 13.90/page While numerous individuals accept that school competitors, specifically school football and ball players, are ruined and dishonorable of what they’ve been given, actually these competitors do a lot for their schools. Division 1 football and b-ball players are set under direct physical and mental damage, don't possess the energy for an occupation since they are compelled to dedicate such a great amount of time to their game, get a huge number of dollars to their colleges and have the right to be better made up for their endeavors. Presently I am not campaigning for schools to have the option to pay players anyway much they need to in light of the fact that that would devastate the game considering just the most extravagant college could ever land great enlisted people. In any case, it appears to be reasonable that school b-ball and football players ought to get in any event a little cut of the benefits that they reel into the school. As I would like to think somewhere close to 10 to 20 thousand dollars a year would be a sensible allowance for these competitors. From the start believed that number may appear to be fairly over the top, yet consider that the lowest pay permitted by law compensation of an all day work is $15,080 (UC Davis). I know by and by that there is no conceivable path for a football player to get a vocation while in season and amazingly troublesome in the slow time of year also. In a commonplace day a player will go through two hours lifting, four hours of training and film, and afterward on that the player is a full time understudy. It is justifiable that other understudy competitors manage comparatively bustling calendars; the thing that matters is that they are not working for an association that makes a benefit. Though one could consider most understudy competitors like volunteers, football and b-ball players are in actuality workers. They are exclusively liable for acquiring cash but are not similarly remunerated in kind. Clearly football and ball players acquire a great many dollars to the colleges that they join in, yet hardly any individuals really comprehend the tremendous imbalance in dispersion of the cash. As per the New York Times football and ball get more than 6 billion dollars of income every year (Nocera). Schools all things considered burn through 800 million dollars a year paying for football and b-ball grants and other ensuing expenses to players, for example, travel, outfits, and so on. (Wilbon). This implies the players liable for everything are just getting 13. 3% of the benefits that they get. These colleges are money dairy animals and are taking the cash others are procuring. Fans don't go to games to watch the college, or to see the mentors, rather they go to the games to watch the players perform. At that point, to believe that these competitors, who are openly examined and censured and assume all the fault for each game they lose, are just given a small 1/eighth of the cash they procure is absurd. In addition to the fact that it is out of line that the individuals bringing in the cash get under 14% of the income however it is quite illegal. I would prefer not to state it is a type of subjection in light of the fact that clearly that would be an embellishment, yet it is the nearest thing to it. As per the calling wearing guidelines, these players are required to go through three years out of secondary school before they can go into the NFL and in any event one year before entering the NBA. These competitors are actually constrained into â€Å"working† for the colleges and consequently get the littlest cut of the compensation. It would be a certain something if competitors had the chance to â€Å"take it or leave it† as far as tolerating a school grant, yet it is something different altogether when the competitor has no other decision. They are not deciding to go get instruction; they are tolerating the way that it is their solitary chance to keep playing the game they love. Individuals erroneously expect that these school players are inept and selfish for training when they perform ineffectively in school. Be that as it may, from the viewpoint of a youthful competitor, a school grant isn't a chance yet rather a sentence. In a jail the objective is to change a criminal by showing him aptitudes and afterward sending them out the door. If you somehow managed to be sent to a jail can you genuinely state you would function as hard as you could to develop yourself? No, you would do the absolute minimum and simply get the most delight out of your time and leave. By removing an athlete’s option to pick an advanced degree they dismiss the estimation of a degree and along these lines there is little significance outfitted towards securing training. The NCAA passed a controlled confining any school competitors from getting any kind of supports or patrons of any sort. That may be satisfactory in the event that it was not for the way that there is no standard keeping universities from tolerating a huge number of dollars in supports every single year. Not exclusively is it fantastically two-faced and wrong however it additionally happens to be illicit to assume praise and cash from another person’s trademark. However universities keep on piling on colossal measures of cash because of promoting, none of which is ever observed by the players answerable for the supports in any case. Numerous rivals of paying school competitors are probably going to express something to the degree of, â€Å"So what? They should be appreciative that they get a free advanced degree when such a large number of different understudies are compelled to take care of themselves or do without. While on a superficial level an announcement like this may appear to be reasonable, it can't be paid attention to in light of the overlooked actuality that those players have earned that cash. No one would reveal to Bill Gates, â€Å"Hey I realize you earned 100 billion dollars yet you just need 1 million reason that is as of now more than every other person has . † truth be told, individuals see the accomplishment of billions, for example, Bill Gates as honorable and very much wanted. The American culture worships and fixates on the fantasy about trying sincerely and becoming super wealthy. But then such a large number of individuals rush to pass judgment on competitors saying they are selfish for what they have been and not the slightest bit want more. It seems as though individuals expect competitors have not buckled down for the position they are in. While the facts confirm that a specific piece of physicality is hereditary, it is likewise obvious that competitors buckle down every single day to keep up top state of being which is no simple errand. A valid statement made in the New York Times was that these schools are acquiring such a lot of cash yet they don't need to spend any of it on showcasing or promoting or some other costs (Nocera). This implies the colleges are truly simply stashing all the money for themselves and paying for their school structures and different people’s pay rates and grants with it. Another restricting contention is state that it isn't reasonable for different games that football and ball as of now get the most pleasant offices and would get paid cash others would not. In any case, the resistance neglects to understand some key focuses. Football and b-ball are the main games that â€Å"pay their own way† and each other game draws over 90% of their assets from the football and b-ball programs (Wilbon). In this way, they have definitely no option to ever get frantic at these projects in light of the fact that without the football and ball groups their grants and financing would totally vanish. An ESPN investigation and co-host of PTI put it when by saying, â€Å"Not everything is equivalent, not all things are reasonable. The most recognized educator at the University of Alabama wont make $5. 9 million in his whole residency in Tuscaloosa; Nick Saban will make that this year. So I dont need to hear that its uncalled for to pay the quarterback of Alabama more than all the humanism understudies in the undergrad college† (Wilbon). Does it not bode well for the individuals who purchase the cake to get the greatest cut or get the chance to bring home all the extras? There is clearly enough cash to accommodate all the games programs and furthermore all that anyone could need left over for the school to procure it in. For some school competitors who originate from poor financial foundations, the cash given for grant and everyday costs isn't sufficient to endure. AJ Enno, a previous understudy competitor, remarked on his involvement in school installment by saying, â€Å"As a previous undergrad, I can confirm that colleges dont consistently store the advance cash when they should† (Enno). Not exclusively are players not having their requirements met yet the assets they get are regularly late and hard to get. As indicated by NCAA guidelines schools are permitted to pay a limit of $1000 every month for understudy everyday costs. Be that as it may, the more prominent larger part of schools don't pay their competitors the full allowance every month as it relies upon numerous factors, such

A2 EXCEL DRAFT Assignment Example | Topics and Well Written Essays - 1250 words

A2 EXCEL DRAFT - Assignment Example These figures gave the premise to computation of the individual representative income, commitments and advantages just as the FICA conclusions. To give a money saving advantage examination, both the consumptions brought about by the division and the advantages meant reserve funds must be figured. The staff based uses incorporate the compensations and wages and Employee benefits contributed by the office. Qualities for these two things are gotten from the 2014 received spending plan. The organization is obliged to make standardized savings commitment of 6.2% and Medicare commitment of 1.45% of the compensations and wages individually. Furthermore, every worker is given a retirement related advantage of 7.5% of compensations and wages. When these figures are determined, the common costs, once costs and repeating investment funds are determined dependent on the suppositions that the pilot test will run for a progress time of a half year and includes 5 representatives in particular. Also, the trial will be anticipated for a time of five years after the transitional period. This in the long run gives esteems to introduce estimation of expenses and the current estimation of advantages that are then used to ascertain the net present Value and the Benefit/cost proportion. Basically, the figures utilized for the figurings were acquired from the received spending plan for the region for the 2014 money related year. As per the report the human asset office has a staff FTE of 14, determined compensations and wages of $993,967 and worker benefits adding up to $255,692. These figures are utilized to determine the representative advantages, FICA charge retentions, government managed savings and Medicare commitments. Standardized savings is processed by increasing 6.2% (pace of retaining) by the compensations and wages. Then again the Medicare commitments are determined by increasing the pay rates and wages by a retention pace of 1.45%. Note that all classifications of derivations (commitments by manager) aside from

No more school, no more books

No more school, no more books Well, today was my last day of class as an undergrad. Technically the last day of class is tomorrow, but I only have 7.28 (molecular biology) tomorrow, and Professor Bell announced that there would be no new material, just a test review led by the TAs. I dont believe in test reviews (I think Ive attended a grand total of one since the end of my freshman year), so Im not going tomorrow. Which means that 7.27 (human disease) and 9.24 (diseases of the nervous system) classes today were the last MIT classes Ill ever attend. I am trying really hard to scrounge up some sad, much as Im sure a lot of you high school seniors are. On one hand, Ive had a super four years here and I love MIT to death. On the other hand, no school until September for this kid! (I have a feeling part of my inability to dig up some tears is due to the fact that Ill be living on the MIT campus next year and hanging out with a lot of my friends. So what is there to be sad for?) Today at the end of 7.27 lecture, one of the students asked Professor Housman to talk a little about his career and the things hes discovered. He was extraordinarily modest this morning he was all oh, Ive been fortunate to work on a few diseases and discover some stuff, but as a cursory Google Scholar search proves, hes been involved in fundamental discoveries on just about any disease you can shake a stick at Huntingtons disease, AML, schizophrenia, myotonic dystrophy, bipolar disorder, fragile X, thalessemia, Wilms tumor, cardiovascular disease, neurofibromatosis type I, melanoma, breast cancer if we know something about the molecular basis of a disease, odds are that Professor Housmans had his hand in it. And the cool thing is that this distinguished researcher a really enthusiastic lecturer, and he usually gets a rating of 6 (out of 7) on the undergraduate subject evaluations. (And of course, we had no idea that he was so distinguished. You get a little numb to professors being famous after a while I mean, pretty much all of them are famous. Whoop de doo.) But at the end of his extraordinarily modest speech about his accomplishments, he said that he considers his most important job to be educating us to be scientists and doctors. And I think he was even a little misty-eyed as he said it. Cute. Its definitely the time of year for end-of-the-term dinners, and Ive been to two in the past week or so. Last Monday, Dr. Byrne, who teaches 9.24, invited the class to dinner at his home, Gray House, with him and his wife. You know, his wife, the MIT president. We got to run all around the house and meet their dog, then eat a very pleasant and delicious dinner with President Hockfield and Dr. Byrne. Dr. Byrne isnt actually an MIT faculty member hes a neurologist at Mass General Hospital but Ive learned so much in the class because hes brought in lots of experts from the medical school to guest-lecture about all the nervous system diseases. (He also seems to have taken a rather enthusiastic interest in mentoring the course 9 premeds. So if youre premed, take the classes Dr. Byrne teaches! He will hook you up for med school.) Not entirely related, but a picture of President Hockfield and Dr. Byrne with the cheerleading squad is here. Just in case you wanted to see. I went to a second end-of-term dinner last night at the home of John Durant, Adams STS.014 (Science Communication) lecturer. Even though I was not actually in the class, I went along because Adam is rude and/or Professor Durant is very gracious. We went out to his lovely home in Belmont and ate a very nice meal (complete with fresh pie!) that he actually cooked himself. Now, I didnt know anything about Professor Durant before I went. But I made an off-hand comment about Stephen Jay Gould, one of my biology idols, after dinner and it turns out that Professor Durant knew him personally. And he knows Richard Dawkins, too. And he knew them well enough that he actually arranged a debate between the two of them several years ago. I almost died of happiness, and thats all Im going to say about that. Just three final exams between me and dancing at graduation with a diploma in each hand!

The Field Of Social Work - 1532 Words

Katherine Pelaccio Dr. Kathleen Pressler Group Dynamics October 13, 2014 The field of social work touches the lives of every American. According to the National Association of Social Workers, â€Å"social work is the professional activity of helping individuals, groups, or communities to enhance or restore their capacity for social functioning and to create societal conditions favorable to their goals.†(Zastrow p.34) The focus or purpose of social work is to help meet the basic needs of people, especially those in need to obtain services; counseling and psychotherapy of individuals, families and groups; helping community and groups to provide or improve social and health services; and participate in the improvement and development of social†¦show more content†¦Social workers should aspire to contribute to the knowledge base of the profession.† (NASW) Social work is based on an understanding of knowledge, values and skills. Social workers wear many hats, and work with many different people, so therefore, they need to be experienced and knowledgeable in many different areas to effectively problem solve. Social workers must know how to work with people on the Micro, Mezzo and Macro levels. A social worker needs to understand different cultural values and the diverse differences in the people which they may be helping. They need to have a basic understanding of psychology, biology and public policy. They need to have an understanding of poverty and how it effects our society and what resources are available to those who might need them. A social worker should be very knowledgeable about the populations they are working with, what the needs of the client might be, what might help or hurt, and what resources may be available to better help those individuals or groups. The social worker should always be striving to learn, and to be as knowledgeable as possible in their area of practice. (NASW)(Zastrow) Some of the skills that are important to develop as a social worker are empathy, respect, authenticity, boundary setting, active listening, communication, social perceptiveness, self-awareness, organization, coordination, persuasion, advocacy, relaxation, and self-control. Empathy is

Fatty Acid Definition and Chemical Structure

In chemistry, there are a lot of terms that differentiate various compounds. You may come across the term fatty acid or monocarboxylic acid at some point in your science career. The definition of a fatty acid is an important term to know, as well as its aliases. Fatty Acid Definition: A fatty acid is a carboxylic acid with a long side chain of hydrocarbons. Most fatty acids contain an even number of carbon atoms in the hydrocarbon chain and follow the general molecular formula of CH3(CH2)xCOOH where x is the number of carbon atoms in the hydrocarbon chain. Also Known As: monocarboxylic acids

PR Plan for MS Clothing Free Essays

Introduction In recent years, Marks Spencer’s clothing sales have experienced a period of decline and have been involved in a large amount of discounting which has a negative impact on the profit margins within the department. The purpose of this PR plan is to consider an appropriate marketing and PR strategy that would lead to the turnaround of this ailing department. Aims and Objectives The primary aim of this PR and marketing agenda is essentially to reinvent the positioning of the MS clothing division, so that it is not forced into having to discount and is therefore able to maintain stronger profit margins. We will write a custom essay sample on PR Plan for MS Clothing or any similar topic only for you Order Now Historically, Marks Spencer’s has maintained a strong reputation for providing quality basics, without necessarily being at the cutting edge of fashion, with the establishment of additional ranges, aiming to have the impact of turning this perception around. Yet, the increased use of disposable fashion from the likes of Primark has put increasing pressure on companies such as Marks Spencer when it comes to retaining their market share (MacDonald, 2011). Despite this, the marketing campaign, â€Å"Leading Ladies†, has shown a slight turnaround of fortunes, indicating that a concerted effort within the PR and marketing area could indeed have a dramatic effect on this ailing area within MS (Marks and Spencer, 2014). Audience The audience is potentially one of the hardest things to identify, in terms of this overall PR plan, as Marks Spencer’s clothing covers such a potentially wider audience. It is suggested in this case, however, that by focusing on ladies wear, the overall agenda for the clothing department can be considered and looked at in the long run (Hackley, 2009). The target audience for this plan therefore is to focus on the fashion conscious, yet affluent 20 – 40 year old category. Attempting to compete with the prices of disposable fashion outlets is simply impractical; therefore, the focus needs to be on the high income a professional, fashionable women who also want their clothes to be excellent quality and durability. Message Linked to the chosen audience is the message that MS clothing products are providing quality, durable essentials that offer a sophisticated and professional look, with a touch of fashion that is not a disposable, cheap fashion product. One of the key problems which have been identified within the MS clothing range in recent years is that the cost of the product has simply not warranted the quality of fashion being provided, and the balance between quality and cost needs to be redressed (Parrish, 2010). Maintaining a strong quality is important. Yet, it is necessary for the fashionable element of the product to be brought to the forefront of this message, and this needs to be delivered clearly to the young, affluent audience. In order to achieve this MS is going to focus on the younger audience by engaging with young workers and students. Offering discounts and selecting the relevant media publications that aim at these people will be a crucial part of delivering this message. Communication Strategies Bearing in mind the message and the target audience in question, the choice of communication strategy will be particularly important when it comes to successfully providing this shift in emphasis and new marketing strategy. Given the chosen audience, the communication strategies also need to be aimed at a younger audience, using factors such as the internet and e-mail marketing, in order to portray a younger, more cutting-edge image. Establishing affiliations with third parties and appropriate magazines will also be important for encouraging potential consumers to view Marks Spencer clothing in a slightly different light. Events such as fashion shows and launches of product ranges in locations that are going to be targeting this new audience. Working with Universities and popular work areas in central towns will assist in this matter. Celebrity endorsement is also potentially going to assist in shifting the perceptions of Marks Spencer away from products which are slightly old and staid. By partnering with the appropriate celebrities and also appropriate events, the general perception of the company can be changed, over time, and this needs to be a relatively mid-term agenda for MS. Resource and Budget The overall size of MS and the ability to draw on financial resources from other departments such as the food and home department provides evidence of real opportunities in regard to spending a large amount on this revised PR and marketing approach that would be impossible for other organisations without the backing of these departments. In order to completely reinvent the perception around an organisation the size of MS will require a consistent and large resource, over a relatively prolonged period of time. In addition, however, it is proposed that a six-month time horizon be looked at, with the majority of the focus being placed on shifting the emphasis and eventually reinventing the product range. It is therefore suggested that a team of four marketing professionals should be given the agenda of achieving this plan as part of a specific six-month project (Hallbauer, 2008). Initially, it is proposed that a budget of ?260,000 will be provided on the basis of ?40,000 per month to cover the advertising in key locations and in order to ensure that the manpower is available in every store across the country. It is also recognised that having a strong celebrity endorsement may be very beneficial, the budget may need to be adjusted to reflect this. Evaluation Methods By looking at the current difficulties being faced by the MS clothing range, it can be seen that it is largely attached to the perception of individuals and the demands of the potential target audience. With this in mind, evaluating the marketing and PR agenda will not only involve looking at quantitative figures such as the change in sales, but more crucially at the changing perceptions of customers and potential customers. Also for this reason, at least initially, the necessary way to evaluate the PR agenda will be to undertake an analysis of customer perceptions and satisfaction of products. After the initial six-month period, it is anticipated that there will be shifting sales figures and therefore the evaluation methods used would need to alter to take this into account. It is, however, recognised that this marketing agenda will not completely change the fortunes of the company in a matter of weeks and evaluation methods need to be reflective of this gradual shift, if the agenda is not to be deemed a failure, at a fairly early stage (Newman Cullen, 2002). References Hackley, C, (2009) Advertising and Promotion: An Integrated Marketing Communications Approach, SAGE Publications Hallbauer, S, (2008) Retail Marketing and New Retail Idea – Marks and Spencer, GRIN Verlag MacDonald, G, (2011) For MS’s Bolland, Success is in the Detail, Retail Week, Available at: http://www.retail-week.com/city/for-mss-bolland-success-is-in-the-detail/5025603.article Marks and Spencer (2014) Available at: http://corporate.marksandspencer.com/investors/press_releases/only_m_s_marks_spencer_invites_you_to_meet_britains_leading_ladies Newman, A Cullen, P, (2002) Retailing: Environment Operations, Cengage Learning Parrish, E. (2010) Retailers’ use of niche marketing in product development. Journal of Fashion Marketing and Management, Vol. 14, No. 4, pp. 546-561 How to cite PR Plan for MS Clothing, Essay examples

The Doctrine of Capital Maintenance Samples †MyAssignmenthelp.com

Question: Discuss about the Doctrine of Capital Maintenance. Answer: The capital maintenance doctrine is the basic principal regulation orlaw of corporate law. It establishes the principals where a company must receive proper consideration for the shares and the amount of capital must paid to the members only who are shareholders as per the legislature. The company keeps the capital for the safety of the company creditors. The court assists for confirming that the share capital is using lawfully for buying the share for the company only (Bainbridge 2015). The doctrine was briefly describes in the landmark case Trevor v Whitworth (1887) where the House of Lords stated that a company could not keep its own shares, because it would decrease the capital of the company. This is also stated such affects that the members might not receive any capital without a deduction in capital as authorized by the court (Ferran Ho 2014). In the Flitcrofts Case, Jessel M.R. mentioned the above-mentioned essential features of the doctrine. It describes the essential attributes: a company has no rights to buy its own shares. Shareholders of a company are bound to the payments of dividends shares. It is restricted from providing any financial support to buy its own shares. Therefore, the doctrine also outlines the legal rules relating to the deduction in the company reserves or share capital. In Australia, the Capital Maintenance doctrine has contained in the Australian corporatelaw under section 256A, 256 C of the Corporations Act 2001. The provision duty of this act is to protect the interest of the creditors and the shareholders and ensuring fair dealings between them. Section 256 C of the Act stipulates that the share capital of a company can be redeemed provided the shareholders approve it and it does not hinder the ability of the company to make payments to them (Hamermesh 2014). In the sec 256C of the Corporation Act stated that the capital amount of share profit of the company must be decrease when the shareholder allows the capital amount. In 256B of the Corporation Act stated the exceptions of doctrines where company can reduce the share capital and the sec 257A allow the company to buy its own shares but there are some terms and conditions applied (Hannigan 2014). The exceptions applicable to the doctrine under section 256 B allow the company to reduce share capital of the company and section 257 A permits the company to buy back its own shares. The introduction of more transparent and effective capital system has outweighed the outdated capital system. It make sure the better protection to the creditors as it provides impartial and more accurate information to the creditors that allows the creditors to evaluate the capability of the company to pay debts. Reference Bainbridge, S. (2015).Corporate Law. West Academic. Ferran, E., Ho, L. C. (2014).Principles of corporate finance law. Oxford University Press. Hamermesh, L. A. (2014). Consent in Corporate Law. Hannigan, B. (2015).Company law. Oxford University Press, USA. Kawano, L. (2014). The dividend clientele hypothesis: Evidence from the 2003 tax act.American Economic Journal: Economic Policy,6(1), 114-136. Lazonick, W. (2014). Profits without prosperity.Harvard Business Review,92(9), 46-55. Levy, A. B. (2013).Private corporations and their control(Vol. 11). Routledge. Petty, J. W., Titman, S., Keown, A. J., Martin, P., Martin, J. D., Burrow, M. (2015).Financial management: Principles and applications. Pearson Higher Education AU.

3 Steps To Being More Productive, Without Stressing Yourself Out

3 Steps To Being More Productive, Without Stressing Yourself Out It’s no surprise that our attention spans are shrinking and our to-do lists are spiraling hideously out of control while we procrastinate, panic, and eventually curl up into a ball watching Netflix. This is the world we live in! We all want to be more productive- the kind of people who write (and actually work through) detailed to-do lists, skipping from project to project until we’ve conquered the mountain of our goals.1. Write it downThe most important first step is to get that giant, unmanageable list out of your brain. Make a physical to-do list. Even if you already have one. Divide it into large projects and small projects so you don’t get freaked out every time you look at it thinking, AAAAH,  I HAVEN’T DONE THAT GIANT SCARY THING. Keep the giant scary things separate from the â€Å"I can do this in an hour† things. That way you can start crossing things off immediately and build enough momentum to tackle the hard stuff once you’ve se ttled into work.2. Hunker down and do itThe second step is to actually show up and do the work. That means clearing your headspace and being present and mindful of your task. Think about the parameters of each one before you start in on it. That way you’ll choose tasks that match your current state of mind at any given moment, and increase your potential for success. Sick or sad or really distracted? That’s probably not a great day to start your biggest project. Save that project for a day when you’re feeling confident and clear-headed.3. Prepare for distractionsThe final step is being able to handle the curve balls that will, inevitably, come your way. Build time and space into your work-time structure to handle the emergencies and extra assignments  as they hit you. Budgeting for this will help you not to feel that you have lost anything when you blitz through these unexpected tasks. You can go back to your existing list guilt-free.This doesn’t mean y ou’ll never again get stressed out by the piles and piles of tasks you have to do, but these guidelines should give you a strategy at how to conquer those piles without the panic. The more you practice them, the less to-do list stress you’ll have.How to Overcome Your To-Do List Anxiety

Working at Home and Workplace Productivity

Working at Home and Workplace Productivity Working at Home and Workplace Productivity Working at Home and Workplace Productivity By Mark Nichol The recent news that Yahoo CEO Marissa Mayer is banning employees from working at home has caused a flurry of commentary in the media and among workers in the Internet industry. One aspect of the issue is how such a decision affects content producers. Banning telecommuting is a heavy-handed strategy. The rationale for the policy change, according to a leaked Yahoo memo, is that the company needs employees to be available to collaborate with colleagues in person, but the irony in this statement from an Internet company is delicious. Commentators have debated the wisdom of Yahoo’s approach, some arguing that telecommuting encourages slacking and others insisting that it boosts productivity. The truth, as is often the case, is somewhere in between. At my last job before my current freelancing stint, I worked for a company that allowed most employees to work from home one day a week until management decided that it wasn’t working out. The implicit reason was that some people were abusing the privilege, staying home and not getting much work done. In my case, what had been my most productive workday became just like any other, punctuated with interruptions and distractions and noisy coworkers. Fortunately, the privilege was reinstated after a while, during which interval managers presumably were encouraged to keep closer tabs on the employees who reported to them. It is this point that any company considering whether to introduce or retain telecommuting should keep in mind: Some employees will game the system whether they’re working on site or at home. Also, it’s disingenuous to use the excuse about the necessity of working in physical proximity with colleagues when much of one’s work is solitary or involves communication with people at other company locations or other businesses. There’s also another issue, one that makes this topic relevant to a site called Daily Writing Tips. Many employees do a significant amount of writing or editing even if their employer is not a publishing or communications company, and telecommuting gives them an opportunity to produce content in an environment with fewer distractions than the workplace offers. I have worked at several companies where coworkers whose responsibilities entailed little or no composing of content played music, talked loudly or incessantly, and otherwise made it difficult for me to do what I was being paid to do. If this predicament sounds familiar to you, and even minimal telecommuting is not part of company policy, consider these possibilities: 1. Ask your manager to try to accommodate your need to work with minimal distractions, if only occasionally. If you cannot be relocated to a quieter workspace, perhaps you can at least sit somewhere else a vacant office, a seldom-used conference room from time to time, as when you need to draft an important report or produce some other significant amount of text. 2. Request the option to work on an offset schedule (starting very early in the morning or ending later at night) so that you have a couple of hours at the beginning or end of the day during which few, if any, other people are in your work area. 3. Ask your manager to monitor noise in the work area and follow up with reminders to employees to minimize sounds and distractions, including telephone conversations and ask him or her to ban use of phones’ speaker functions. (And if people are allowed to listen to music at their desks, ask that they be required to use headphones.) Supervisors who have their own offices are often unaware of excessive noise (especially when certain workers suddenly become subdued and intent on their work when a manager appears), and they may need to be nudged to address the problem. 4. Suggest a policy that any conversation that takes more than a moment must take place in a meeting room or another area, because trying to write while the person seated next to you discusses a job-related problem (or a recent vacation) with a visiting colleague for half an hour is half an hour of your workday wasted. 5. Ask to be allowed to telecommute one or two days a week on a trial basis, suggesting that you and your manager agree on baseline productivity expectations. If your request is granted, make sure that you significantly exceed those benchmarks. You may hesitate to make such suggestions, concerned that you will be viewed as a troublemaker, but emphasize the improved productivity and morale that will result for all, not just for you, if such policies are implemented. Your success, of course, will also depend on your manager’s competence and on the company culture. Consider, too, asking for support from your colleagues (most, if not all, of whom are likely to sympathize and to agree that a quieter work environment would be beneficial). Finally, determine to go to your manager’s superior or to your company’s human resources director if your immediate supervisor does not resolve the issue. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Business Writing category, check our popular posts, or choose a related post below:Farther vs. FurtherWriting the CenturySit vs. Set

Create a Professional Development Plan Coursework

Create a Professional Development Plan - Coursework Example e public policies for school emergency and crisis response plan have become the basic need for healthy growth of children, but the realties are different by lack management about the serious issue. To overcome any type of crisis, the schools need supporting policies for comprehensive and cohesive approaches for the four important elements (prevention, preparedness, intervention and recovery) for the effective crisis response. Crisis response development plan include the support of trained staff, community collaborations and the relief organization (NASP, 2009). The purpose of comprehensive-crisis-management policies is to prepare the school administration and the staff for appropriate response against violation cases, criminal activities or natural disasters in the schools. The policies to overcome the issues of school emergency should be highly efficient by including the strategies of preventions and interventions taken by the school staff. It is a fact that the tragic incidents happen very quickly in the school boundaries, which needs quick and effective steps to handle these issues. Sometime the crisis is not as severe as the rumors hurt the students’ minds, so there need precautions to cool down the situation at the schools. The training of the staff should be very skillful to handle the situations of criminal gangs, violations, disasters, etc. the crisis management plan includes the facilities of medical aids, help of law enforcement agencies, highly alert security, etc to take rapid and quick actions against any type of negati ve issue (Council, 2014). There are some schools that have the proper plans and facilities to tackle the major disasters, such as floods, earthquakes, fire burnings, etc. same it is, many schools do not plan to take actions against any kind of accidental situation, which is not a good sign for the child development and his mental growth during his school hours. Sometime the criminal minded students hurt the student unusually, which is

Thesis statement Essay Example | Topics and Well Written Essays - 500 words

Thesis statement - Essay Example This latter theme of using a story as a form of warning has been explored in the story of the lost continent Atlantis where its rulers were very cruel and unjust (Forsyth 54). Almost without exception, Greek myths are told in an entertaining style so audiences will pay close attention to the lesson that a mythical story contains. This lesson is usually in the form of a parable or a riddle to encourage audiences to discuss, debate, and detail all the twists and turns that a hero goes through in that myth. These Greek myths are intentionally to be shrouded in controversies so there will be no easy answers or solutions for an audience. It was the intent of the storyteller to foster further interest in the myth by using various forms of telling the myth about gods and heroes such as through epics, poems, parables, or riddles. As mentioned above, the story of the lost world of Atlantis continues to endure even up to the present time and this ensuring durability of the story, whether myth or not, achieves the main purpose of the Greeks which was to tell a story that will last for generations to come and yet at the same time, impart a valuable lesson for the population, including the politicians. As it happens, Atlantis was claimed to have been lost due to the cruelty of its rulers and Plato (427-347 B.C.) warned the rulers of Greek city-states like Athens to rule with justice always. Roman mythology is basically just a duplicate copy of Greek mythology but with a big difference. This is because Roman mythology does not contain the distinguishing feature of Greek mythology which was to impart a life-long lesson to audiences; rather, this Roman version of the Greek mythology contains a lot of embellishments designed to conform to the more war-like nature of the ancient Roman culture. While Greek mythology is preponderant on divine themes and on questions about the universe, the

Becoming Abigail By Chris Abani English Literature Essay

Becoming Abigail By Chris Abani English Literature Essay Young Abigail is a Nigerian girl alternating short sections focusing on her past as well as her present life. She is Abigail the daughter but there is the dominant Abigail, the mother who died giving birth to her. The death of Abigails mother plays a huge role in the entire novel. Abigail is portrayed as an affliction child, without a mother, striving to discover her future. She is an African girl, symbolizing the corrosion of national and confined cultural distinctiveness into the end monumental continental identity of Africa. Abigail tries to personify and preserve herself in her mothers figure and bequest. The father is chronic drunkard who foregoes his paternal obligations and responsibility. He has his daughter who constantly reminds him of his late wife. Abigails is characterized by misery and tragedies. Her childhood is pathetic and she spends most of it mourning her late mother in commemorative self-induced rituals. She mutters incarnations, cuts herself, tears and burns her mothers photos, burns herself (Abani, p.10). And this. Even this, (p.18). The novella starts. In less significant hands, this may not be a hopeful starter, but Abani steers us out of the fog swiftly. This memory like all the others was a lie. (p.18). Abigail, a youthful girl in Nigeria, is nostalgically recalling her mothers memorial service. Abigail act of mourning is to some extent troubling. It is symbolised by among other acts, the killing of birds and later dressing them in lace from her mothers bridal dress. But, as written by Abani, explaining the symbol from an authorial distance, we realize that not much is substantiated in the rest of the book, this tradition recognized complex ways to be human, and she was allowed to mourn. (p.18). In addition, another frequently evident symbolic device is the use of two alternating strands, Now and Then, throughout the narrative. The latter is associated with Abigails reminiscence of life in Nigeria with her depressed father and his choice to send her to London with a strange family member named Peter. Nearing to their departure, Abigails father performs suicide, despite the fact that he had intuited the agonies in anticipation of his daughter. The end of the first chapter leaves us with the impression that Abigail takes after her mother. Their extreme resemblance makes the author propel us through the mind of her father as he watched her mourn her mothers death similar to watching his dead wife grieve. She is likened to a younger version of her mother grieving her death in advance. Her father turned and looked at her and she saw the photo and recognized it. She resembled her mother that when he saw her suddenly, she knew he wanted her to be Abigail. (Abani, p.20) Although Abigail is now a grown-up, she misses her childhood, one that she never got to enjoy. The author takes us through her mind which juggles us from the present to her past and childhood. Thats when the author alternates the two titles, Now and Then. Abigail has had an experience with men that she remembers with so much regret. All the in her life had never been interested in knowing her true personality neither appreciate her beauty, not to mention how she was careful with her hair to make sure that she looked presentable. She was light-skinned An inherent feature from her great-grandmother. The author likens her to a foreign country, especially when it comes to the men in her life as they never stayed. Abigail was a cartographer of dreams and ghosts. She is said to be more ghost than her mother. She likes landscape and marks and finds them interesting. Reading maps was her favorite thing. At one point, during her exile in London, she gets possessed with the memories of her mother, Chinese poetry, old maps and her childhood rituals, lies across an old crinkled map as if she was a corpse in a crime scene, transforming her body to the contours of countries and rivers, each landmark taking on a deeper meaning. She decides to mark her body permanently with fire. She initially loses her virginity to one of her cousins, Edwin, at ten before her father sends her off to London with another cousin, Peter, in the name of marriage at fifteen. Peter is apparently believed to be a prominent business man in London and Abigails father believes that he is a well-bred man, good enough to take care of his daughter. Unknown to Abigails father, Peter is malevolent and dehumanizing. Fakes her documents and tries to turn her into a prostitute, but when she declines, he ties her up in handcuffs in a doghouse, violates her sexually, urinates on her and beats her as well. Peters debasement of Abigail portrays filth and hunger. Drinking from the plate of rancid water and having to bend over like a dog is disturbing. She appreciates the permanence of fire. Burning herself and transforming her skin into a personal and collective map of trauma was a thing she wanted to do so much for the memory of her mother. She wanted to feel closely connected to her mother and make her memory concrete. She seeks out anecdotes about her mother, burns her body with thick flat noodles that burned into her skin by cashew sap. She also used needles and made ugly whip marks of cigarette tips. The burns and scars are extensions of her desire to become the living shadow and ghost of her mothers memory. They tie her to her mothers image and her motherland (p.36). Abigails grief process signifies the bitterness and sorrow in her. The author employs rituals as a process with potential to heal when faced with trauma and loss. She is in the end forced to choose between living in exile in England after her lose and trauma or returning to Nigeria. Nevertheless, everybody ends up dead, jailed or mutated. The entire novel is depressing and frustrating, full of despair and hopelessness. Some peoples lives may turn out like Abigails but drawing lessons from the novel remains difficult.

Financial Analysis of Tcs and Tech Mahindra

ACCOUNTS PROJECT Submitted By: Kriti Singh Roll No: 236 Section-D, LBSIM, Delhi 1. ) Calculation of Ratios: (All figures used For calculation are in Rs crores) Liquidity Ratios: 1. Current Ratio Formula: Current Ratio=Current Assets /Current Liability Current Ratio of TCS : For 2012: 23275. 09/10465. 01 = 2. 224 For 2011: 17036. 41/7246. 03 = 2. 3511| | Current Ratio of Tech Mahindra: For 2012: 19809/17007 = 1. 16475 For 2011: 18412/15295 = 1. 20379 2. Quick Ratio Formula: Quick Ratio= Quick Current Assets/Current Liability Quick Ratio of TCS:For 2012: 23257. 32/10465. 01 = 2. 223 For 2011: 17013. 59/7246. 03 = 2. 347 Quick Ratio of Tech Mahindra: For 2012: 19807/17007 = 1. 16463 For 2011: 18406/15295 = 1. 20339 3. Cash ratio: Formula: | Cash Ratio of TCS: For 2012: 6003. 37/10465. 01 =0. 5736 For 2011: 4700. 85/7246. 03 =0. 648 Cash Ratio of Tech Mahindra: For 2012: 1389/17007 = 0. 081 For 2011: 1938/15295 = 0. 126 Leverage Ratios: 1. Debt-Assets Ratio: Formula: Debt to Assets = tot al debt / total assets Debt-Assets Ratio of TCS: For 2012: 116. 26/41394. 49 =0. 0028 For 2011: 69. 27/32681. 04 =0. 0021Debt-Assets Ratio of Tech Mahindra: For 2012: 11266/63454 = 0. 177 For 2011: 11827/60804 =0. 194 2. Debt Equity Ratio: Formula: Debt to Equity Ratio =  (Short Term Debt + Long Term Debt)/Tangible N. W. Debt to Equity Ratio of TCS:For 2012: 116. 26/29840. 13 =0. 003 For 2011: 69. 27/24651. 22 =0. 002 Debt to Equity Ratio of Tech Mahindra: For 2012: 11266/34369 = 0. 327 For 2011: 11827/33810 =0. 349 3. Interest coverage Ratio Formula: Interest Coverage Ratio =  (EBIT) / interest.Interest coverage Ratio of TCS: For 2012: 13945. 54/22. 23 =627. 32 For 2011: 11047. 1/26. 48 =417. 18 Interest coverage Ratio of Tech Mahindra: For 2012: 7494/1025 =7. 3112 For 2011: 9173/1113 =8. 2416 4. Total Debt Ratio: Formula: Total Debt Ratio = Total Debt / Capital Employed Total Debt Ratio of TCS: For 2012: 116. 26/30929. 48 =0. 00375 For 2011: 69. 27/25435. 01 =0. 0027 Tota l Debt Ratio of Tech Mahindra: For 2012: 11266/46447 = 0. 425 For 2011: 11827/45509 =0. 259 Activity Ratios: 1. Inventory turnover Ratio: Formula: Inventory Turnover Ratio = Cost of Goods Sold/Inventory Cost Inventory turnover Ratio of TCS:For 2012: 35398. 69/ 17. 77 =1992. 04 For 2011: 26907. 89/22. 82 =1179. 132 Inventory turnover Ratio of Tech Mahindra:For 2012: 46638/2 =23319 For 2011: 42861/6 =7143. 5 2. Receivable’s turnover Ratios: Formula: Receivable Turnover Ratio = Sales/ Accounts Receivable Receivable’s turnover Ratio of TCS:For 2012: 48893. 83/11520. 35 =4. 244 For 2011: 37324. 1/8194. 97 =4. 554 Receivable’s turnover Ratio of Tech Mahindra:For 2012: 52430/12431 =4. 217 For 2011: 49655/9643 =5. 149 3. Payable turnover Ratios: Formula: Payable Turnover Ratio = Cost/ Average Payables Payable turnover Ratio of TCS:For 2012: 35398. 69/ 3247. 87 =10. 89 For 2011: 26907. 89/2572. 33 =10. 46 Payable turnover Ratio of Tech Mahindra:For 2012: 46638/4684 =9. 9 56 For 2011: 42861/3034 =14. 126 4. Fixed assets turnover Ratios: Formula: Fixed assets turnover Ratios = Sales/ Fixed Assets Fixed assets turnover Ratios of TCS: For 2012: 48893. 83/6564. 97 =7. 4 For 2011: 37324. 51/5440. 98 =6. 85 Fixed assets turnover Ratios of Tech Mahindra: For 2012: 52430/8153 =6. 430 For 2011: 49655/6608 =7. 5143 5. Total assets turnover Ratios: Formula: Total assets turnover Ratios = Sales/ Total Assets Total assets turnover Ratios of TCS: For 2012: 48893. 83/11520. 35 =4. 244 For 2011: 37324. 51/8194. 97 =4. 554 Total assets turnover Ratios of Tech Mahindra: For 2012: 52430/63454 =0. 826 For 2011: 49655/60804 =0. 816 Profitability Ratios: 1. PBIT Ratio Formula: PBIT Ratio = EBIT/Sales PBIT Ratio of TCS: For 2012: 13945. 54/48893. 83 =0. 285 For 2011: 11047. 1/37324. 51 =0. 959 PBIT Ratio of Tech Mahindra: For 2012: 7494/52430 =0. 1429 For 2011: 9173/49655 =0. 1847 2. PBT Ratio: Formula: PBT Ratio = EBT/Sales PBT Ratio of TCS: For 2012: 13923. 31/48893. 83 =0. 284 For 2011: 11020. 62/37324. 51 =0. 2952 PBT Ratio of Tech Mahindra: For 2012: 5790/52430 =0. 1104 For 2011: 8060/49655 =0. 1623 3. PAT Ratio: Formula: PAT Ratio= EAT/Sales PAT Ratio of TCS: For 2012: 10413. 4/48893. 83 =0. 212 For 2011: 9068. 04/37324. 51 =0. 242 PAT Ratio of Tech Mahindra: For 2012: 4606/52430 =0. 0878 For 2011: 6967/49655 =0. 1403 4. ROA Ratio: Formula: ROA Ratio= EBIT/ Total Asset ROA Ratio of TCS: For 2012: 13945. 4/41394. 49 =0. 336 For 2011: 11047. 1/32681. 04 =0. 338 ROA Ratio of Tech Mahindra: For 2012: 7494/63454 =0. 118 For 2011: 9173/60804 =0. 15 5. ROE Ratio: Formula: ROE Ratio= EAT/Stockholder’s Equity ROE Ratio of TCS: For 2012: 10413. 4/29840. 13 =0. 348 For 2011: 9068. 04/24651. 22 =0. 367 ROE Ratio of Tech Mahindra: For 2012: 4606/34369 =0. 134 For 2011: 6967/33810 =0. 206 Analysis of Ratios: Liquidity Ratios: Ratio| TCS| Tech Mahindra| | 2012| 2011| 2012| 2011| Current Ratio| 2. 224| 2. 3511| 1. 16475| 1. 20379| Quick Ratio| 2. 2223| 2. 347| 1. 16463| 1. 20339| Cash Ratio| 0. 5736| 0. 648| 0. 081| 0. 126|Ideal current ratio is 2:1. In case of TCS in both years current ratio is almost equal to it. It means company has just the adequate amount of current assets. In case of Tech Mahindra, Current ratio is less than it in both the years. But it is still greater than 1:1. So the company still has sufficient assets to pay its short term obligations. Quick assets means current assets – inventory – prepaid exp. So, it is more conservative measure. Ideal quick ratio is 1:1. It shows that TCS and Tech Mahindra have very less current investments in terms of inventories and prepaid expenses so the ratios are almost equal to the current ratios.Cash ratio is most conservative measure of three as it comprises only cash and marketable securities. TCS keeps more current assets in cash than Tech Mahindra. Leverage Ratios: Ratio| TCS| Tech Mahindra| | 2012| 2011| 2012| 2011| Debt – Assets ratio| 0. 0028| 0. 00 21| 0. 177| 0. 194| Debt To Equity Ratio| 0. 003| 0. 002| 0. 327| 0. 349| Interest Coverage Ratio| 627. 32| 417. 18| 7. 3112| 8. 2416| Total Debt Ratio| 0. 00375| 0. 0027| 0. 2425| 0. 259| Analysis of a firm’s capital structure is essential to evaluate its long-term risk and return prospects. Debt – assets ratio implies portion of total debt in capital structure of a company.The more this ratio is the more risky company is because cost of debt is always greater than cost of equity. So, it is preferred to have more amount of equity than debts. For both TCS and Tech Mahindra, debt ratio is good enough though TCS has better debt ratio. Interest coverage ratio measures the protection available to creditors as the extent to which earnings available for interest cover interest expenses. In case of both companies in both years debt holders are secured as enough profit is available with firm but in case of TCS debt holders are very much secured.Payment of interest on debenture s is always preferred to payment of dividends on equity and preference shares. Activity ratios: Ratio| TCS| Tech Mahindra| | 2012| 2011| 2012| 2011| Inventory Turnover Ratio| 1992. 04| 1179. 132| 23319| 7143. 5| Receivable’s Turnover Ratio| 4. 244| 4. 554| 4. 217| 5. 149| Payable Turnover Ratio| 10. 89| 10. 46| 9. 956| 14. 126| Fixed Assets turnover Ratio| 7. 44| 6. 85| 6. 430| 7. 5143| Total Assets Turnover ratio| 1. 18| 1. 142| 0. 826| 0. 816| Activity ratios describe the relationship between the firm’s sales/cost of goods sold and the assets needed to sustain operating activities.The higher the ratio, the more efficient the firm’s operations as relatively fewer assets are required to maintain a given level of operation. Inventory turnover ratio measures the efficiency of the firm’s inventory management. A higher ratio means inventory does not remain in warehouses for long time. In both years Tech Mahindra has higher ratio than TCS has. Since both are s oftware companies, need for inventory is very less. Hence the ratios are so high. Receivable turnover ratio measures the efficiencies of the firms credit policies and indicate the level of investment in receivables needed to maintain the firm’s sales level.The higher this ratio, the lesser the period in which debtors pays money. Its almost similar for both the companies for 2011-12. For 2010-11, Tech Mahindra is slightly ahead in comparison to TCS in this parameter . It implies that Tech Mahindra gives credit to its customer for lesser time period than TCS does. In 2010-11 average credit time given by TCS is 365/4. 554=80 days approx. while by Tech Mahindra is 365/5. 149=70 days. Payable turnover ratio implies the time duration after which company makes payments to its creditors. The higher ayable turnover ratio, the earlier company makes payments to its creditors. TCS’s payable turnover ratio is slightly better than that of Tech Mahindra in 2011-12. For 2010-11, Tech Mahindra has better payable ratio than TCS as it makes payment to its creditors earlier. Fixed assets turnover ratio measures the efficiency of long-term investment. This ratio reflects the level of sales generated by investment in production capacity and shows the efficiency level of fixed assets. The higher this ratio means more productive and efficient are fixed assets or long-term investments.From table it is clear that investments of TCS are slightly more productive than of Tech Mahindra for 2011-12 but it was reverse by almost the same amount for 2010-11. Total assets turnover ratio considers total assets instead of only current assets so; it measures overall efficiencies of all assets (current fixed). TCS has a better ratio than Tech Mahindra has. Profitability Ratios: Ratio| TCS| Tech Mahindra| | 2012| 2011| 2012| 2011| PBIT Ratio| 2. 224| 2. 3511| 0. 1429| 0. 1847| PBT Ratio| 0. 284| 0. 2952| 0. 1104| 0. 1623| PAT Ratio| 0. 212| 0. 242| 0. 0878| 0. 1403| ROA| 0. 336| 0. 338 | 0. 118| 0. 150| ROE| 0. 48| 0,367| 0. 134| 0. 206| This is the most important ratio because both shareholder’s and stakeholder’s profit/gain depends on profitability of company. These ratios measures profitability in terms of % of sales. Debenture holders are much concerned about PBIT(profit before interest and tax) as they are paid interest out of it, government is more concerned about PBT(profit before tax) as it charge tax on this profit, shareholders are more concerned about PAT(profit after tax) as they are paid dividends on the basis of it. For both the companies there is a little change in these ratios over the previothemyear.Also profitability of TCS is more than Tech Mahindra. ROA measures the management’s ability and efficiency in using the firm’s assets to generate profits and it reports the total return accruing to all providers of capital(debt and equity) while ROE considers amount available for distribution to shareholder’s. Both RO A and ROE are undoubtedly better for TCS than those of Tech Mahindra. TCS is giving superb rate of return on equity to its shareholders as 33-34 % in last two years while that for Tech Mahindra is 15-17%. The relationship between ROA and ROE reflects the firm’s capital structure. 2. Horizontal, Vertical and Trend Analysis Items selected For horizontal, vertical and trend analysis are: Items | TCS| Tech Mahindra| | 2012| 2011| 2012| 2011| Shareholder’s Fund| 29579. 23| 24504. 81| 34432| 33840| Inventory| 17. 77| 22. 82| 2| 6| Fixed Assets| 6564. 97| 5440. 98| 8153| 6608| Cash and bank balance| 6003. 47| 4700. 85| 1389| 1938| Creditors| 3247. 87| 2572. 33| 4684| 3034| Debtors| 11520. 35| 8194. 97| 12431| 9643| Total assets/liabilities| 41394. 49| 32681. 04| 63454| 60804| Vertical Analysis: In vertical analysis Auditors calculate portion of one item in total assets/liabilities in terms of percentages.Items | TCS| Tech Mahindra| | 2012| 2011| 2012| 2011| Shareholderâ€℠¢s Fund| 71. 45| 74. 98| 54. 26| 55. 65| Inventory| 0. 042| 0. 069| 0. 003| 0. 009| Fixed Assets| 15. 85| 16. 64| 12. 848| 10. 86| Cash and bank balance| 14. 5| 14. 38| 2. 18| 3. 18| Creditors| 7. 846| 7. 871| 7. 381| 4. 9| Debtors| 27. 83| 25. 07| 19. 59| 15. 85| Horizontal Analysis: In horizontal analysis Auditors calculate % change in an item over a base year. Here Auditors are considering 2009-10 as base year and will calculate % change. Items| TCS| Tech Mahindra| | 2012| 2011| 2012| 2011| Shareholder’s Fund| 95. 29| 100| 97. 50| 100|Inventory| 60. 87| 100| 33. 33| 100| Fixed Assets| 95. 25| 100| 118. 30| 100| Cash and bank balance| 100. 83| 100| 68. 55| 100| Creditors| 99. 68| 100| 150. 63| 100| Debtors| 111. 01| 100| 123. 59| 100| Trend Analysis: For TCS: For Tech Mahindra: 3. Suggestions: i. Creditors: Since the debt ratios are less, there is a lot of assets and equity backing for the debts. It’s a safe bet to lend to both of these companies. ii. Banks and Finan cial institutions : Interest Coverage ratio is high. So lending to these companies is a safe thing to do. (More so to TCS which has excellent Interest Coverage Ratio) iii.Investors: Both the companies have high ROE. So it’s a good option to invest in them. Returns of TCS are as high as 34-36% while that of Tech Mahindra are 15-17%. iv. Government: Tax benefits can be tightened a bit. Because with the proportion of sales tax appears to be less. PBT and PAT ratios for both the companies are almost equal. v. Management: Crediting policies should be changed a bit. Because software industry being a intangible industry can’t rely much on low recievables turnover ratio. 4. Accounting Policies TCS Fixed Assets Fixed assets are stated at cost, less accumulated depreciation / amortization.Costs include all expenses incurred to bring the asset to its present location and condition. Fixed assets exclude computers and other assets individually costing ` 50,000 or less which are not capitalized except when they are part of a larger capital investment program. Depreciation / Amortization Depreciation / amortization on fixed assets, other than freehold land and capital work-in-progress is charged so as to write-off the cost of assets, on the following basis: Type of asset Method Rate / Period Leasehold land and buildings Straight line Lease period Freehold buildings Written down value 5%Factory buildings Straight line 10% Leasehold improvements Straight line Lease period Plant and machinery Straight line 33. 33% Computer equipment Straight line 25% Vehicles Written down value 25. 89% Office equipment Written down value 13. 91% Electrical installations Written down value 13. 91% Furniture and fixtures Straight line 100% Intellectual property / distribution rights Straight line 24 –60 months Rights under licensing agreement Straight line License period Fixed assets purchased for specific projects are depreciated over the period of the project. InvestmentsLo ng-term investments are stated at cost, less provision for other than temporary diminution in value. Current investments, except for current maturities of long term investments, comprising investment in mutual funds are stated at the lower of cost and fair value. Inventories Raw materials, sub-assemblies and components are carried at the lower of cost and net realisable value. Cost is determined on a weighted average basis. Purchased goods-in-transit are carried at cost. Work-in-progress is carried at the lower of cost and net realisable value. Stores and spare parts are carried at cost, less provision for obsolescence.Finished goods produced or purchased by the Company are carried at lower of cost and net realisable value. Cost includes direct material and labtheir cost and a proportion of manufacturing overheads. Tech Mahindra Fixed Assets including intangible assets: Fixed assets are stated at cost less accumulated depreciation. Costs comprise of purchase price and attributable c osts, if any. Depreciation / amortization of fixed assets: (i) The Company computes depreciation of all fixed assets including for assets taken on lease using the straight line method based on estimated useful lives.Depreciation is charged on a pro rata basis for assets purchased or sold during the year. Management’s estimate of the useful life of fixed assets is as follows: Buildings 28 years Computers 3 years Plant and machinery 5 years Furniture and fixtures 5 years Vehicles 3-5 Years Office Equipments 5 years (ii) Leasehold land is amortised over the period of lease. (iii) Leasehold improvements are amortised over the period of lease or expected period of occupancy whichever is less. (iv)Intellectual property rights are amortised over a period of seven years. (v) Assets costing upto Rs 5,000 are fully depreciated in the year of purchase. vi)The cost of software purchased for internal use is capitalized and depreciated in full in the month in which it is put to use. Invest ments: Long term investments are carried at cost. Provision is made to recognise a decline other than temporary in the carrying amount of long term investment. Current investments are carried at lower of cost and fair value. Inventories: Components and parts: Components and parts are valued at lower of cost and net realizable value. Cost is determined on First-In-First Out basis. Finished Goods: Valued at the lower of the cost or net realisable value. Cost is determined on First-In-First Out basis. . ) Key Highlights TCS a. ) Auditor’s Report 1. Auditors have audited the attached Consolidated Balance Sheet of TATA CONSULTANCY SERVICES LIMITED (â€Å"the Company†) and its subsidiaries (collectively referred as â€Å"the TCS Group†) as at March 31, 2012,the Consolidated Statement of Profit and Loss and the Consolidated Cash Flow Statement for the year ended on that date, both annexed thereto. These financial statements are the responsibility of the Company’ s management and have been prepared by the management on the basis of separate financial statements and other financial information regarding components.Their responsibility is to express an opinion on these financial statements based on their audit. 2. Auditors conducted their audit in accordance with the auditing standards generally accepted in India. Those Standards require that Auditors plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatements. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements.An audit also includes assessing the accounting principles used and significant estimates made by the management, as well as evaluating the overall financial statement presentation. Auditors believe that their audit provides a reasonable basis for their opinion. 3. Auditors did not audit the financial statements of certain subsidiaries whose fina ncial statements reflect total assets (net) of ` 4825. 13 crores as at March 31, 2012, total revenues of ` 7601. 89 crores and net cash inflow amounting to ` 514. 17 crores for the year ended on that date.These financial statements and other financial information has been audited by other auditors whose reports have been furnished to us, and their opinion in so far as it relates to the amounts included in respect of these subsidiaries is based solely on the report of other auditors. 4. Auditors report that the consolidated financial statements have been prepared by the Company’s management in accordance with the requirements of the Accounting Standard (AS) 21, Consolidated Financial Statements prescribed by the Central Government under Section 211 (3C) of the Companies Act, 1956 and other recognized accounting practices and policies. 5.Based on their audit and on consideration of the separate audit reports on the individual financial statements of the Company and the aforesai d subsidiaries and other financial information of the components, and to the best of their information and according to the explanations given to us, Auditors are of the opinion that the attached consolidated financial statements give a true and fair view in conformity with the accounting principles generally accepted in India: (i) in the case of the Consolidated Balance Sheet, of the state of affairs of the TCS Group as at March 31, 2012; (ii) in the case of the Consolidated Statement of Prof t and Loss, of the profit of the TCS Group for the year ended on that date; and (iii) in the case of Consolidated Cash Flow Statement, of the cash flows of the TCS Group for the year ended on that date. b. ) Management Discussion The Company’s strategy to support longer term growth is to continually extend the core IT services business by expanding its geographic reach, industry coverage and service capabilities and by deepening existing client elationships, building or acquiring emergi ng businesses and adopting or creating new business models and business solutions. Risks The Company has put in place an Enterprise-wide Risk Management (ERM) programme based on the Committee of Sponsoring Organisations of the Treadway Commission (COSO) framework. Reports are placed before the Board of Directors at regular intervals. The risk management process is continuously improved and adapted to the changing global risk scenario. The agility of the risk management process is monitored and reviewed for appropriateness with the changing risk landscape. The process of continuous evaluation of risks includes taking stock of the risk landscape on an event driven as well as quarterly basis.The risk categories covered under the ERM programme includes strategic, operational and financial as well as compliance-related risks across various levels of the organisation. This includes risk assessment and mitigation at the company level, business / functional unit level, relationship level an d project level. c. ) Corporate Governance Effective corporate governance practices constitute the strong foundations on which successful commercial enterprises are built to last. These practices are categorised through principle based standards and not just through a framework enforced by regulation. It develops through adoption of ethical practices in all of its dealings with a wide group of stakeholders encompassing regulators, employees, shareholders, customers and vendors.Strong leadership and effective corporate governance practices have been the Company’s hallmark and it has inherited these from the Tata culture. The Company will continue to focus its resources, strengths and strategies to achieve its vision of becoming a truly global leader in software services, while upholding the core values of excellence, integrity, responsibility, unity and understanding, which are fundamental to the Tata companies. By combining ethical values with business acumen, globalisation w ith national interests and core business with emerging business, the Company aims to be amongst the largest and most respected global organisations. The Company elieves in adopting the ‘best practices’ that are followed in the area of corporate governance across various geographies. The Company has a strong legacy of fair, transparent and ethical governance practices. The Company has adopted a Code of Conduct for its employees including the Managing Director and the Executive Directors. In addition, the Company has adopted a Code of Conduct for its Non-Executive Directors. Both these codes are available on the Company’s website. The Company’s corporate governance philosophy has been further strengthened through the Tata Business Excellence Model, the Tata Code of Conduct for Prevention of Insider Trading, as also the Code of Corporate Disclosure Practices.The Company has in place an Information Security Policy that ensures proper utilisation of IT resource s. The Company is in compliance with the requirements stipulated under Clause 49 of the Listing Agreements entered into with the Stock Exchanges with regard to corporate governance. Tech Mahindra a. ) Auditors’ Report The audit was conducted in accordance with the auditing standards generally accepted in India. Those Standards require that auditors plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatements. An audit includes examining, on a test basis, evidence supporting the amounts and the disclosures in the financial statements.An audit also includes assessing the accounting principles used and the significant estimates made by the Management, as well as evaluating the overall financial statement presentation. Auditors believe that their audit provides a reasonable basis for their opinion. (a) Auditors have obtained all the information and explanations which to the best of their knowledge and belief w ere necessary for the purposes of their audit; (b) In their opinion, proper books of account as required by law have been kept by the Company so far as it appears from their examination of those books; (c) The Balance Sheet, the Statement of Profit and Loss and the Cash Flow Statement dealt with by this report are in agreement with the ooks of account; (d) In their opinion, the Balance Sheet, the Statement of Prof t and Loss and the Cash Flow Statement dealt with by this report are in compliance with the Accounting Standards referred to in Section 211(3C) of the Companies Act, 1956; (e) In their opinion and to the best of their information and according to the explanations given to them, the said accounts give the information required by the Companies Act, 1956 in the manner so required and give a true and fair view in conformity with the accounting principles generally accepted in India: (i) In the case of the Balance Sheet, of the state of affairs of the Company as at 31st March, 2012; (ii) In the case of the Statement of Profit and Loss, of the profit of the Company for the year ended on that date and (iii) In the case of the Cash Flow Statement, of the cash flows of the Company for the year ended on that date. b. ) Management Discussion Opportunities Growth in Emerging MarketsCompared to the subdued growth expected in developed markets, emerging markets will continue to drive relatively higher growth due to new spectrum licensing, migration to direct to home platforms, broadband penetration, focus on value added services and conducive regulatory environment. This will create opportunities for the software service providers who can assist operators in achieving their business objectives in these areas. Moreover, as the developing world focuses on shift of Mobility, it may bring in huge investments in this area which could create opportunities for companies like Tech Mahindra. Legacy to Next Generation IT transformationTelecom is a dynamic and evolving indus try with high focus on consumers’ changing demands. Service providers around the globe, on the back of dropping legacy revenues and high costs, are looking to transform their clients’ legacy platforms into next generation platforms. This will enable clients to optimize their product portfolio, and rationalize the costs associated with running the systems. These transformation initiatives will lead to outsourcing opportunities. Tech Mahindra has been at the forefront of helping its clients transform their businesses in line with the changing global telecom environment. Increased scope of outsourced activitiesAccess to talent and cost optimization is the key driver for outsourcing. Telecom service providers are adopting several outsourcing strategies to benefit from off shoring. One of the trends is services which traditionally were done in house are now being included in the scope of global sourcing. In the network domain, network outstheircing provides an opportunity f or wide range of services like field services, maintenance & support, E2E implementations and network infrastructure management. Managed services deals to cover network legacy systems have been tried in the mature markets and a similar trend will continue for the coming years. Adoption of Next Generation TechnologiesThe telecom industry continues to adapt and evolve with new technologies and new ways to communicate. Successive waves of new technology in wire-line, wireless and IP domains have been sweeping the industry landscape. The Telecom industry is also altering to cope up with the changing needs and behavitheir of consumers and increased competition. Customers believe in convenience, choice of services, responsiveness and cost as important parameters to choose their service provider. Success in current business environment is characterized by the ability to adapt to the higher user expectations on the one hand and a rapidly changing technology environment on the other.As mobil e broadband penetration expands, quick monetization has become a strategy of paramount importance for telecom service providers. Service providers are now focusing on providing solutions to enterprises by enabling their applications to be accessed via mobile platforms such as smart phones and tablets. With the growth in social network media across the world, coupled with higher broadband penetration, users have been voicing their views about quality of services. Analysis of user sentiments on such social networks, within limits of privacy laws, is another area where there has been a growth in demand. Threats Reduction in Telecom Spending The global economy is going through turbulent times and most companies are reacting to the increased volatility.Though cash-rich, telecom companies have turned cautious due to the challenging macroeconomic environment. The decisions cycles on new discretionary spend are prolonged. The service providers continue to focus on reducing costs by adopting measures such as optimizing IT Spend and postponing investments. Such cost-saving measures could have an adverse impact on outsourcing. Global IT companies posing challenge with growing India presence Global IT service providers such as Accenture, HP, CapGemini and IBM are expanding their presence in India and pose a challenge to Indian IT service companies with their global client relationships, deep pockets and domain knowledge. Risks High customer concentrationIn FY 2012, revenues from the leading client, top 5 and top 10 clients account for 37%, 68% and 78% respectively. Though customer concentration has been declining over the years, loss of any of these clients could have a material adverse impact on their revenue and profitability. After Mahindra Satyam’s merger with the Company customer concentration will reduce significantly. Withdrawal of tax benefits In the past Auditors benefited from certain income tax incentives under Section 10A of the Income Tax Act (for the IT services that Auditors provide from specially designated â€Å"Software Technology Parks† or STPs) and also from Section 10AA of the Income Tax Act (for the IT services Auditors render from units set up in SEZs).As a result of these incentives, their operations in India have been subject to relatively low tax liabilities. The income tax benefits available to STP units have been discontinued from 1st April 2011. As this withdrawal was foreseen, the Company decided to set up facilities in SEZ units at various locations as the units set up in SEZ area would continue to provide them with tax benefits similar to those in STPs. Auditors commenced operations in SEZ units at Hinjewadi Pune, Chennai, Kolkata and Chandigarh. Additional units are coming up at Noida. But despite this, tax incidence will increase over the previous years due to withdrawal of Section 10A benefits.In addition, there is no assurance that the Indian government will not enact laws in the future that would ad versely impact tax incentives further and consequently, their tax liabilities and profits. When their tax incentives expire or are terminated, their tax expense will materially increase, reducing their profitability. Exchange rate risks The exchange rate between the Indian Rupee and the British Pound and the Rupee and the U. S. Dollar has fluctuated widely in the recent past and may continue to fluctuate significantly in the future. The average value of the Rupee for the FY 2011-12 against the British Pound appreciated by approx 7. 7% and against U. S. Dollar by approximately 4. 4% for the FY 2010-11.Accordingly, their operating results have been and will continue to be impacted by fluctuations in the exchange rate of the Indian Rupee with the British Pound, the U. S. Dollar along with other foreign currencies. Any strengthening of the Indian Rupee against the British Pound, the U. S. Dollar or other foreign currencies, as witnessed in the last year, could adversely affect their pro fitability. c. ) Corporate Governance Report The Company believes that Corporate Governance is a set of guidelines to help fulfill its responsibilities to all its stakeholders. It is a voluntary code of self-discipline to ensure that the Company abides by highest ethical standards. In line with this philosophy, the Company follows healthyCorporate Governance practices and has been reporting the same in annual report even before the Company was listed in August 2006. Board of Directors: The Composition of the Board is in total conformity with Clause 49 of the Listing Agreement, as amended from time to time. The Company has a balanced mix of eminent executive, non-executive and independent directors on the Board. The total strength of the Board of Directors is eleven. The Company has a Non-executive Chairman, who is a professional Director in his individual capacity and belongs to the Promoter Group and the number of independent directors is seven which is more than half of the total strength of the Board as required by the provisions of the Listing Agreement.The number of Non-Executive Directors is ten which is more than 50% of the total number of Directors. The Company is managed by the Vice Chairman & Managing Director and the Management Team. The Board reviews and approves strategy and oversees the performance to ensure that the long term objectives of enhancing stakeholder value are met. The Independent Directors and the Senior Management have made disclosures to the Board confirming that there are no material financial and/or commercial transactions between them and the Company which could have potential conflict of interest with the Company at large. The Board meets at least four times a year and the maximum gap between two meetings is not more than four months.During the year 2011-12, six meetings of the Board of Directors were held on 20th April 2011, 26th May 2011, 12th August 2011, 15th November 2011, 8th February 2012 and 21st March 2012. Agenda for the Board Meetings containing all necessary information / documents is made available to the Board in advance to help the Board to discharge its responsibilities effectively and take informed decisions. In some instances, documents are tabled at the meetings and the concerned manager also makes presentations to the Board or Committees. None of the Directors on the Board is a member in more than 10 committees or acts as a Chairman of more than 5 committees across all companies in which he is a director.The directors of the Company are not inter se related. CEO / CFO Certification As required under Clause 49 V of the Listing Agreement with the Stock Exchanges, a Certificate on the Financial Statements for the financial year ended on 31st March, 2012 has been given to the Board of Directors by the Vice Chairman & Managing Director and the Chief Financial Officer of the Company. Code of Conduct All the Directors and senior management personnel have affirmed compliance with the Code of C onduct/ Ethics as approved and adopted by the Board of Directors and a declaration to that effect signed by the Managing Director. The Code has been posted on the Company’s website – www. techmahindra. om Policy for prohibition of Insider Trading In compliance with the provisions of SEBI (Prohibition of Insider Trading) Regulations, 1992, (as amended from time to time) and to preserve the confidentiality and prevent misuse of unpublished price sensitive information, the Company has adopted a policy for prohibition of Insider Trading for Directors and specified employees of the Company, relating to dealing in the shares of the Company. This policy also provides for periodical disclosures from designated employees as well as pre-clearance of transactions by such persons. Whistle Blower Policy The Company has a Whistle Blower Policy in place.In terms of this policy, all employees are encouraged to report any instance of unethical behaviour, fraud, violation of the Company ’s Code of Conduct or any behaviour which may otherwise be inappropriate and harmful to the Company. The policy provides a mechanism for employees to raise concerns that relate to violation of the Code of Conduct, Accounting, Internal Controls, Auditing Matters and applicable national and international laws including statutory / regulatory rules and regulations. This policy has been communicated to all employees and has been posted on the Company’s Intranet for ready access. Risk Management: The Company has a well-defined risk management framework in place. The risk anagement framework adopted by the Company is discussed in detail in the Management Discussion and Analysis section of this Annual Report. The Company has established procedures to periodically place before the Board, the risk assessment and minimization procedures being followed by the Company and steps taken by it to mitigate these risks. 6. ) Share Prices Analysis Share Prices of TCS as on 29th August ar e nearly Rs 1352. 90. It has increased from approximately Rs 954 to Rs 1352. 90. Share prices have been on the increase in the last year. According to the price movements and ratios calculated it is a very good buy. Share Prices of Tech Mahindra as on 29th August are nearly Rs 875. 80.It has increased from approximately Rs 617 to Rs 875. 80. Share prices have been on the increase in the last year. According to the price movements and ratios calculated it is a good buy. Comparing both together TCS is a better buy. 7. ) Key Improvement Areas and Ratings a. ) Key Improvement Areas Both should try to reduce their debtors. Tech Mahindra should increase its volume of current assets. Rest both the companies are high performing companies as seen by the analysis and share prices. b. ) Rating TCS is better than Tech Mahindra as the ratios are fairly better for it. Also from investment point of view share prices and ROE has been better for TCS. Also profitability of TCS is higher.

Conflict Management Essay

Webster’s defines conflict as: To come into collision; be in mutual opposition (274). If you wanted to choose an organization to study conflict in, you would have to look no further than the military. The military has no single approach to conflict management. There are too many individual personalities within a multitude of internal systems to be able to singularize the conflict. It is often the case that the conflict you are having was caused by a system put into place by someone outside your organization. It could be as simple as the cause and effect syndrome. For example, if the 335th Forward Support Battalion (FSB) commander put a policy in place, that his battalion would perform mandatory proficiency training on processing Department of the Army Form 2406 on Mondays; this would cause his leaders to close the shops in order to conduct this training. While on the other hand, the 1-5th Infantry Battalion commander put in place a policy that his battalion would perform equipment maintenance on Mondays. His battalions’ leaders would have a conflict because if they had equipment that needed to be turned in, they would not be able to do so. The FSB’s shops would be closed due to their training. Inadvertently, these two battalion commanders have caused a system conflict. This type of conflict happens quite often in the military because these commanders are very goal oriented; but fail to take into account the conflicts that may arise from the system that he just emplaced. It would now fall on the battalions’ Executive Officer to negotiate a win-win solution to this conflict in a very rapid manner. Without a win-win solution, there would be a visible conflict that would eventually become apparent to the hierarchy and a solution may be imposed that might not be favorable to both parties involved. The driving force for the resolution of this conflict would be not allowing the conflict to reach the â€Å"boss†. I work in the Division staff which often task or gives directives to the Division’s Main Support Command’s (MSC’s). These task or directives often cause great pain in the MSC’s. This is a perfect example of a win-lose  conflict. The MSC’s can submit a declination of tasking, but they often are directed to do the tasking anyway. In essence, these tasks are coming straight from the General himself and cannot be simply dismissed. At this point it has become an authoritative command to do the tasking. An example of this situation would be a battalion that has been over tasked beyond its physical means. This battalion has been tasked to supply more personnel than it physically possesses. The problem may be that all the other battalions are in the same boat. The battalion has to adapt and be creative in order to meet to end goal. The most common approach that I have seen used is the appeal to our common goal of successfully completing the mission. I have had to work with many individuals whom I just could not come to a mutual understanding with. This conflict may have been caused by a personal difference, a different view of how to perform the mission, or even how to utilize our forces. In the end, we have to realize that to continue with this conflict means jeopardizing your common goal of accomplishing the mission. This may result in a lose-lose conflict where both party’s had to compromise their positions in order to secure success. Collaboration, authoritative, accommodation, and compromise are conflict management styles that I have used and seen used on an almost daily basis. It really depends on the person and whom that person has the conflict with. It may be that the individuals themselves do not have a conflict, but that a system has been emplaced that is causing their conflict. Avoidance is a management style that I do not see a lot of. When it does rear its nasty head, it is at the lower levels of the organization. It is usually there because the individual thinks that it is not a serious problem and his time would be better utilized doing something more productive. This chain of thought usually leads him to a path of discord because the conflict will snow ball into a larger problem that has become visible to his superiors. The two conflict management styles that I myself am prone to are competing and collaborating. I am very aggressive in my views and will dominate by  force if I need to. I am also very attune to recognizing that there is a problem or a conflict may arise because of circumstances of an issue. I am not locked into the two styles though. They are just my natural trends. I am very quick to analyze a situation or individual to determine what course I will take to get the maximum effectiveness from. The end goal is the objective. How I get there can be adjusted according to situational awareness. Works Cited Smith, S. Stephenson, et al, ed. Webster Comprehensive Dictionary International Edition. Chicago: Ferguson, 1987.

Robotic Surgery Technology And Equipment - 1335 Words

As human improves technology every day, he also progresses in medicine and surgical procedures. The most painful and invasive surgeries done centuries ago are now easily done due to improved technology and equipment. Without the help of the new technology provided in health care today, the most common procedures would have been incredibly difficult to not only perform, but also to recover from. Robotic surgery is an advanced technology with a serious mechanism that operates patients with the use of smallest technical instruments instead of traditional operation where a doctor directly performs the surgery. Surgical robots are designed with two arms that are used during the operation and while the surgeon monitors through a 3D camera. This†¦show more content†¦For certain cases where surgeons face technical difficulties, the facility should have the ability to convert to laparoscopy upon surgeon’s request. Such technical issues that impact patient safety would require the presence of engineers and technicians to troubleshoot the robotic surgeons during the surgery, however, the engineers’ guidelines are for the use of the machine during the surgery or to troubleshoot after an incident. A study done based on the adverse events data related to robotic systems and instruments used surgery and a report to MAUDE from January 2000 to December 2013 indicate that during the study period, 144 deaths (1.4% of the 10,624 reports), 1,391 patient injuries (13.1%), and 8,061 device malfunctions (75.9%) occurred. Device and instrument malfunctions, such as falling of burnt/broken pieces of instruments into the patient (14.7%), electrical arcing of instruments (10.5%), unintended operation of instruments (8.6%), system errors (5%), and video/imaging problems (2.6%), constituted a major part of the reports. In 1,104 (10.4%) of the events, the procedure was interrupted to restart the system (3.1%), to convert the procedure to non-robotic techniques (7.3%), or to reschedule it to a later time (2.5%) (Alemzadeh, Iyer, Kalbarczyk, Leveson, Raman, 2015). As the surgical and medical field continues to adopt advanced technological machines and equipment, safety based design technicsShow MoreRelatedPolitical Implications And Robotic Surgery1285 Words   |  5 Pagesï » ¿The 21st century can rightfully be considered as the era of technology when the new inventions and discoveries will most likely affect all the segments of human life. At this point, some of the breakthrough inventions of our times have been in the medical field. Robotic surgery has become an almost common practice in the advanced medical world and new uses for robotic assisted surgery are everyday set in place. However, such developments also attract different interests and implications. ThereRead MoreTechnology And Medicine : Are Robotic Surgeons Better Than Human Surgeons?1714 Words   |  7 PagesTechnology and Medicine: Are Robotic Surgeons Better Than Human Surgeons? Today, robots are utilized to execute highly specific, precise, and dangerous tasks in industry and research previously not possible with a human work force. We depend on robots to build our cars, land our planes, and operate at a level of precision and accuracy with dedicated motions scalable in speed and force unreachable for human beings. Oxford Dictionaries define robots as â€Å"A machine capable of automatically carrying outRead MoreRobotic Surgery : Content And The Media1223 Words   |  5 Pages Robotic Surgery Content and the Media Introduction The controversy on the mind of the hero’s or celebrities of robotic surgery, are within the medical professional community. 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Today, I would like to inform you about the definition and the types of robotic surgery, their advantages and their disadvantages. let us start by introducing robotic surgery. Defined by Allrefer.com:  « Robotic surgery is a technique in which a surgeon performs surgery using a computer that remotely controls very small instruments attached to a robot ». () In his article, What are the types of robotic surgery?, Mike selvon explains about the Read MoreOverview Of Robotic Surgery765 Words   |  3 PagesRobotic Surgery A laparoscopic approach appears to be associated with a reduction in surgical trauma and blood loss. In addition, it is presumable that some of the benefits of minimally invasive surgery such as reduced analgesic requirements, a shorter recovery period and reduced hospital stay (Kuhry, 2005). It has become a forerunner in the quest of improving surgical results by dropping postoperative pain and lessening recovery time. 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