McDonalds Employee Relations

McDonalds Employee Relations Q.a. What may McDonalds have considered in order to establish their approaches to collective bargaining in both Germany and the UK? To answer the above question we first need to know about basics of collective bargaining where Collective Bargaining is defined as the process of turning disagreements into agreements in an orderly fashion. Collective bargaining is the process followed to establish a mutually agreed set of rules and decisions between unions and employers for matters relating to employment. This is a regulating process dealing with the regulation of management and conditions of employment. Collective bargaining is used as the negotiation process between employees and employers with unions acting as the representatives of employees. The entire process depends on the bargaining powers of the concerned parties. In line with the above definition McDonalds may have considered the approach and settings of collective bargains as an important issue of employee relations. The German setting and approach McDonalds may have considered establishing their approaches to collective bargaining in Germany: The traditional collective approach to Employee Relations (ER) in German companies is deeply rooted in the particular configuration of the German Industrial Relations (IR) system. This is characterized by a high degree of regulation and a dense, encompassing institutional infrastructure that imposes a uniform set of institutional constraints on companies, but at the same time provides incentives for employers to accept institutional constraints. McDonalds, to establish its approaches to collective bargaining this ER and IR framework may have been considered in first instance. In addition, the institutional structure is highly integrated with strong linkages, not only within the IR system, but also to the wider German businesses system. Key elements of the German model, to which the majority of German companies subscribe, are the centrally co-ordinated sector based collective bargaining system and employee representation at domestic level via the works council system equipped with sta tutory participation and consultation rights. Food industry in Germany is not beyond this mechanism where McDonalds considerations regarding collective bargaining approach must have encompassed with statutory participation and employee consultation and codetermination rights. Indeed, German employers have to negotiate a densely structured institutional framework inside and outside the company level. The German approach to collective bargaining is also underwritten by strong labor market legislation and an elaborate welfare system. Despite growing interest in individual bargaining style direct employee involvement mechanisms, their uptake has so far been comparably modest in German companies (Sperling, 1997). Because of the wide ranging rights of information, consultation and co-determination in the German food industry, the use of individual voice mechanisms is relatively unimportant in the German setting where collective bargaining still has the paramount influence. Therefore, in the international context, McDonalds may have considered a propensity to support a collective approach to ER in their international operations by recognizing trade unions, engaging in collective bargaining and establishing strong workplace level employee representation systems. The UK Setting and the UK Approach to Employee Relations In contrast to Germany, the contemporary British system of collective bargaining is characterized by a weak regulatory framework and a thin, fragmented institutional infrastructure, which imposes relatively few barriers and constraints on labour relations practices. The fragmentation of the institutional structure goes hand in hand with weak linkages both within the IR system and in connection to the wider national business system which obviously includes food industry in the UK. Because of the relative permissiveness of the contemporary IR context, the UK seems to be a particularly suitable country for McDonalds, as subsidiary, to explore the country of origin effect in international operations, since home country approaches to ER can be transferred relatively unconstrained by host country institutional arrangements. However, to uncover the existence of possible ownership effects it is necessary to establish the differential space between the home and the host country ER approaches. Contrary to the German experience, no distinct stereotypical UK ER approach can be identified. Traditionally the cornerstone of labor relations was the pluralist workplace industrial relations system, which subsequently collapsed in the 1980s in the wake of the neo-liberal labor market policies under the Thatcher government. These reforms are most important issue to be considered in establishing collective bargaining approaches in the UK which have encouraged employers to dispense with collective labour relations and to individualise ER along the lines of US style HRM by end of the 1990s a collective approach to ER is no longer representative of the economy as a whole, but is increasingly confined to the public sector and a dwindling minority of private sector companies. In the private sector, trade union recognition collapsed throughout the 1980s and 1990s and with it the incidence of workplace level trade union representatives. The institution of collective bargaining dramaticall y declined. By 1998, two-thirds of private sector employees had their pay fixed by management decision without any union involvement. Here, employees are neither represented by collective voice mechanisms, nor do they enjoy a comprehensive individual voice mechanism. In case of establishing McDonalds may have considered those conditions and changing mechanisms to establish their approaches to collective bargaining efficiently. Factors May have been considered by McDonalds National Legislation: National legislation must have been considered by the McDonalds in establishing their approached towards collective bargaining within the industry both in UK and Germany. In the UK legislation there is no specific preference regarding the mode of employee or industrial relationship for MNEs like McDonalds. So McDonalds is well known as anti-union giant in the UK and their approach towards collective bargaining is strictly negative. In Germany on the other hand, has a highly regulated industrial relations system which, in theory at least, provides considerable constraints on the employee relations practices of MNEs. As a result McDonald had to thing the statutory bindings and regulations constraints regarding approaches to collective bargaining. Codetermination and collective bargaining rights The McDonalds in case of both Germany and UK has considered these rights as a different approach. German workers enjoy a dual system of representation, collective bargaining rights and co-determination rights through the institution of the works council and the supervisory board. Together with codetermination and collective bargaining rights, these legally enforceable and constituted rights appear to provide German employees with significant power resources compared to UK employees. So McDonalds must have considered the issues of the both rights of the employees before establishing their bargaining approach. Size of Franchise: The McDonalds corporation established itself in the UK in 1974, in Germany in 1971. The corporation currently has well over 800 stores in Germany amongst approximately 65% outlets are franchisee where in there are a similar number of stores in the UK with some 20% franchisee with approximately 45,000 employees in each country. In this case being a fast-food market leader in both countries McDonalds have considered the size of franchise. The franchise aspect influence collective bargaining issues through local entity and regulations involvement. So size of franchise is also a factor that may have been considered. Unioin Membership: McDonald also may have considered Union membership. German unions are arguably better organized and have retained a position of relative strength compared to those in the UK. Union membership at McDonalds in Germany and in the German fast-food industry is very small at around 5 per cent. However, these low percentages are still higher than the percentage of union membership at McDonalds and the fast-food industry in the UK. So this issue is an important consideration in establishing Macdonalds collective bargaining approach. The increasingly anti-union climate: The increasingly anti-union climate in the 80s and early 90s has encouraged Macdonalds in the UK to withhold or withdraw union recognition, and discouraged employees from joining unions and posed difficulties for recruitment. In Germany, union membership remains at around 5 per cent at McDonalds. The findings suggest that it is only where a works council has been established where still there is better union practice than the UK. So this consideration may have been involved in planning McDonalds approach towards collective bargaining. Characteristics of Workforce and Nature of the industry: McDonalds have considered both the factors in case of both countries to design its approach towards collective bargaining. Redundancy and employee apathy: Redundancy and employee apathy amongst part-time, temporary, foreign or young workers undoubtedly play an important role in the low or non-existent levels of union membership. So this factor may have been considered in both UK and Germany. Strong corporate culture: Strong corporate cultures are seen as instilling appropriate behaviors and. This is essentially what is argued here with regard to the non-union approach of McDonalds in both the countries. McDonalds Anti-union belief: McDonalds is basically a non-union company and intends to stay that way. About unionization in the UK once McDonalds stated thatà ¢Ã¢â€š ¬Ã‚ ¦.. unionization has risen its ugly head over the years, but you know, we feel that we offer a good deal to people, all kinds of ways in which we can communicate, so that if there was a problem they can bring it to management, we feel that we dont need unions. But in Germany McDonalds never been outspoken like in UK about union. Public image Macdonalds has a big public image and brand reputation which may have been considered both in the UK and Germany to establish collective bargaining approaches. Employer Associations Employer associations in Germany are stronger than UK. So the MsDonaldS approach in the UK is different from that of Germany. Q.b. How may McDonalds have considered individual bargaining as an alternative or additional approach in both Germany and the UK? What benefits and/or problems may this have brought in both countries? Individual bargaining: Individual bargaining is the process by which an employer and an employee negotiate an individual contract of employment, regulating the terms and conditions of employment. Individual Bargaining: Advantages The main advantage of individual bargaining is it is a single voice and thus there is no conflict in matters Another advantage of individual bargaining is that it expresses the views and opinions of one person and thus there is no compromising Individual Bargaining: Disadvantages The main disadvantage of individual bargaining is that the manager will not take a lot of notice of just one persons views or opinions and therefore nothing will happen Thus there is not a lot of chance that individual bargaining will have an influence on company decisions and policies. Collective Bargaining: Advantages The main advantage of collective bargaining is that the manager will not take a great deal of time in deciding on what action to take on an individual level. The employees have greater influence in the final decision the manager will take. There is also a chance of the employees getting what they demand. Collective Bargaining: Disadvantages The main disadvantage of collective bargaining is that it is seen as depriving the individual worker of their individual liberty and voice. The major changes in the industrial relations in UK i.e. a shift away from collective bargaining towards individual argaining were in the favour of McDonalds own strategy. The turn down in the union membership in both UK and Germany also helps McDonalds to practice the individual bargaining in their organization. Benefits: Improvement in the relationship of management and workers within the organization as it is evident from the statement of John cooke McDonalds US Labour relations chief as: We feel that we offer a good deal to people, all kinds of ways in which we can communicate, so that if there was a problem they can bring it to management. As employees are generally unaware of their rights they can take advantage of the situation to save their costs. As example is given cleaning of uniforms. And also regarding pay, performance related pay, probation and notice for redundancy, paid leave. Individual workers can never be a threat for McDonalds where there may have a chance in the existence of trade union. Disadvantages: Loss of public image in Germany that subsequently decrease their sale growth in German market. Large compensation need to provide for violating employees rights in different work place. Q. c. How may the approach to collective bargaining in Germany and the UK influence employee relations for McDonalds internationally? McDonalds opposition to trade unions is now well-documented; however, the extent to which it can operate without unions or can avoid or undermine collective bargaining with unions and/or statutory works councils varies considerably in different countries and over time. Consequently the ability of national unions and their GUFs to improve pay levels and conditions of work has been limited, variable and by no means static. This is nicely illustrated by McDonalds operations in New Zealand where the corporation responded pragmatically to changes in government and labour legislation, excluding unions from and then returning to collective bargaining ahead of law reforms aimed at strengthening unions in 2000, but continued to keep unions out of its restaurants wherever possible. Attempts to regulate McDonalds employment conditions are therefore an ongoing struggle in which without pro-union labour law, unions have little chance of organising workers and even less chance of establishing collective agreements. This may come as no surprise in countries such as the and Ireland where unions have had either no success or short-lived successes in gaining union recognition only to be denied before collective agreements can be established or enforced. However, even unions located in countries with more stringent labour legislation (e.g. Denmark, the Netherlands, France, Italy, Germany, Sweden and Norway) have had varying success in achieving some improvements in employee representation, pay and conditions of work and even where improvements have been achieved they are often under threat. Union attempts to increase the number of union-backed works councils and establish a company-level works council (Gesamtbetriebsrat) have completely failed, resulting from a number of sophisticated union-busting practices. Furthermore, despite some success in persuading McDonalds to accept collective bargaining in Germany in the late 1980s, McDonalds withdrew from collective bargaining in 2002 and has threatened to deal exclusively with a yellow union. In Denmark, where average union membership is much higher than Germany and labour law is equally stringent, McDonalds only agreed to bargain collectively after a year of conflict and boycotts involving other Danish unions and support from Finnish and Swedish unions in the late 1980s. McDonalds has tried to roll-back the basic terms of such agreements ever since. Nevertheless, in Sweden, Norway and Denmark, McDonalds workers do enjoy better conditions of work and higher pay than in other European countries and the USA itself. However, even in those countries it is very difficult to establish union representatives in the outlets, something which experience shows is essential if such collective agreements are to be properly enforced in. Despite these difficulties European unions have undoubtedly had some success in bringing McDonalds to the bargaining table, especially where sector-level bargaining is in effect compulsory and where labour law is more stringent and supportive of union rights and collective bargaining. Q.d. What additional or alternative methods could support good employee relations for McDonalds? Consider the role an HR function could take? The HRM approach to employee relations can be described in terms of several prescriptions that McDonalds can use for good employee relationship. An HRM model for employee relations focuses on a drive for commitment meaning that the focus of the organization should be to win the trust, motivation and commitment to the organization, participating in its development opportunities. Emphasis is on mutuality, meaning that employees share common goals, the vision and mission of the organization. Communication within the organization follows an established set of procedures that are agreed formally or informally and may include briefings, meetings with representatives, etc. HRM emphasizes the shift from collective bargaining to individual contracts. Employee involvement in McDonalds may be fostered and a number of techniques and approaches are followed to support their involvement. Total quality management aims at continuous improvement of quality. Another initiative for McDonalds is flexible working arrangements and focus on the life-work balance through harmonization of conditions for all employees. Finally the support of employee communities of practice and team spirit are of high priority. Employee relations describe as in-terms employee communication, employee involvement, employee rights and employee discipline. Armstrong has identified the elements of employee relations as follows may have been considered in designing the employee relationship: Formal and informal policies and practices of the organisation. The development, negotiation and application of formal systems, rules and procedures for collective bargaining, handling disputes and regulating employment. Policies and practices for employee communications . Informal and formal process regulating the interactions between managers and employees. Policies of the government, management and trade unions. A number of parties including state, management, organisations, trade unions, employees, etc. The legal framework. Institutions (e.g. ACAS) and the employment tribunals. The bargaining structures, recognition and procedural agreements enabling the formal system to operate. Employee relations processes Figure Reconciliation of interests between employers and employees According to the Industrial Relations Services there are four approaches to employee relations that can contribute in better relationship between McDonalds and its employees are: Adversarial meaning that employees are expected to follow the targets identified by the Organization. Traditional meaning that employees react on management proposals and directives. Partnership meaning that employees are involved in assisting the organisation and consensus is reached in decision making related to policies. Power sharing employees are involved also in daily management apart from policy making. Employee relations policies act to disseminate its preferred approach with respect to the relationship it wants to have with its employees and the empowerment of employees for certain activities. Employee relation policies cover several areas McDonalds may have used in improving employee relations including: Trade union recognition meaning decisions with respect to the recognition or derecognition of certain unions and preferences of the unions the organisation prefers to deal with. Collective bargaining meaning the identification of those areas that should be covered from such a negotiation. Employee relations procedures meaning procedures such as redundancy, grievance handling and disciplinary actions. Participation and involvement meaning the extent to which the organization shares power and control with its employees. Partnership meaning the extent to which a partnership with employees is desirable. The employment relationship meaning the extent to which employment terms and conditions are controlled by collective agreements or individual contracts. Harmonization meaning the harmonization of terms and conditions of employment arrangements. Working arrangements meaning the extent to which unions are involved in the determination of working arrangements. Employee involvement is central to employee relations as Bratton and Gold discuss. Employee involvement can be described in terms of the form of involvement (whether it is formal or informal), the level of involvement in the organizational hierarchy and the degree of involvement. Across these three employee involvement dimensions several types of involvement can be rated from the lower ones in terms of empowerment, involvement and organizational level to the higher ones. Through wide range of employee involvement McDonalds can start good employee relations process which never been in this organization. The following situations are ranked in an ascending order in terms of all three dimensions of employee involvement McDonalds should take into consideration: Communication -> Financial Involvement -> Problem solving groups -> Quality circles -> Cross functional teams -> Self directed teams -> Collective bargaining -> Worker directors -> Works councils. Employee involvement in McDonalds can be described as an involvement-commitment cycle, a communication cycle that builds an internal culture encouraging initiative, learning and creativity. The cycle consists of the following stages: Managers perceive the need for involving employees in decision making Introduce new forms, employee involvement and open communication mechanisms Greater autonomy and input into decision making Increased employee job satisfaction, motivation and commitment Improved individual and organisational performance. Q.e. Conclude by taking the key elements of your observations in steps a-d regarding McDonalds approach to employee relations in order to make a short recommendation for similar countries or organisations with regard to developing and/or improving their employee relations Findings recommendations: The process of collective bargaining is to settles down any conflicts regarding the conditions of employment such as wages, working hours and conditions, overtime payments, holidays, vacations, benefits, insurance benefits etc. and management regulations. In most areas, McDonalds German employees appear to enjoy better conditions than their UK counterpart. This is particularly so with regard to holiday entitlement but again this is still lower than for most German firms. The recent UK pay increase has brought pay levels close to those in Germany. In Germany the NGG are satisfied that by and large they have been able to improve pay and conditions for most employees, however, there remain two main problems. The above discussion suggests that there is an obvious need to scrutinise the powers of MNEs and it raises questions about the adequacy of labour legislation. Conditions of work and employment appear to be increasingly threatened, regardless of particular institutional arrangements. Weak or ambiguous legislation and continuing employer demands for flexibility, decentralisation and deregulation may increasingly allow MNEs to choose employee relations policies with interference from external labour market institutions. This may be too pessimistic, clearly more comparative work is needed in the area and it will need to concentrate on the common themes or tensions in all countries and examine how they are affecting the choices of micro-level actors and institutional arrangements in different societies. Individual bargaining can be used as both of alternative to collective or in parallel. But my recommendation for Macdonalds to use individual bargaining as an alternative approach specially in Europe and American territory whereas in Australia and New Zealand it could be used in addition. Due to decline in collective bargaining in all over the world it is now strongly recommended that McDonalds should prepare to adapt with a change in the bargaining structure which is becoming more decentralised in Sweden, Australia, the former West Germany, Italy, the United Kingdom, and the United States, although in somewhat different degrees and ways from country to country. We have also come to understand that bargaining structure both influences and is influenced by the distribution of bargaining power. Yet, data that allow clear tests of the effects of changes in bargaining structure on bargaining outcomes generally have not been available. The difficulty of assessing the effects of bargaining structure arises in part from the fact that there is no simple measure of the degree of bargaining structure centralisation, because the location of collective bargaining often differs depending on the subject of bargaining. In many countries, wages are negotiated in company or sectoral agreements, and work rules are set at a lower level, often in plant agreements. Furthermore, worker participation in decision making often occurs at still another bargaining level, or through informal mechanisms (works councils or shop floor discussions, for example) rather than through collective bargaining agreements. McDonalds is now a biggest brand in the food industry world-wide. So it has its own responsibility to look into public image and good employee relations which are widely correlated. So McDonalds should keep very efficient employee relation practice through an efficient Human Resource Strategy and functioning properly on HR roles. Web Resorce: www.rdi.couk http://www.wales.ac.uk/en/account/login.aspx References: Royle,T (1999) The reluctant bargainers? McDonalds, unions and pay determination in Germany and the UK, Industrial Relations Journal,30(2), p135-150 A, Arthur and et al. (2001),Strategic Management: Concepts and Cases, 12thedition, McGraw-Hill Irwin ACCA, 2005-2006, Paper 3.5 Strategic Business Planning and Development, 5th Edition, June 2005, for exams in December 2006 and June 2006 Study Text, BPP Professional Education BBC.com (2003). Court dismisses McDonalds obesity case. BBC. 22 January http://www.bbc.com/issues_06/030807EC.html. (Accessed: 2 November 2007). Bized.co.uk.(2006). McDonalds Company Facts. Bized.co.uk. [Online]. Available at: www.bized.co.uk/compfact/mcdonalds/mcindex.htm. Botterill, J. and Kline, S. (2007). Re-branding: the McDonalds Strategy. Emerald management First. Brassington F., (2005). Essentials of Marketing (Vol. 2). USA, St. James Press. CNNMoney.com (2007). Fortune 500 index. CNN.com. [Online]. money.cnn.com/magazines/fortune/fortune500/2007/index.html. Data Monitor. (2007) McDonalds Corporation Profile Reference Code:067DBDCC-E9DC-4CAC-80AD-164A6748F392 [Athens], http:/ www.datamonitor.com, Eisenberg, D. (2002). Can McDonalds ShapeUp? . Times.com. 25 September. http:/ www.time.com/time/business/ article/0,8599,354778,00.html Erlichman, J. (1994). Leaflet A Threatto McDonalds. The Guardian.29 June. http://www.guardian.co.uk/uk_news/story/0,3604,1299121,00.html. External and Internal Factors Affecting McDonalds- Management Theory. External and Internal Factors Affecting McDonalds Management Theory Paper Forrest, W. (2006). McDonalds Applies SRM Strategy to Global Technology. Reed Business information. 7 September. http:/ www.purchasing.com/article/CA6368285.html. Goggoi P.. (2006). Why McDonalds Isnt Free of Trans Fat Business Week Online 00077135 [EBCSCO], http://web.ebscohost.com/ehost/detail?vid=2HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]hid=117HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]HYPERLINK http://web.ebscohost.com/ehost/detail?vid=2hid=117sid=17122dbb-79eb-4b1f- [emailprotected]sid=17122dbb-79eb-4b1f- b879-472028dbb304%40sessionmgr109 HealthActive (2007) Active After-school Communities http://www.healthyactive.gov.au/internet/healthyactive/publishing.nsf/Content/active_after_school_communities.pdf/$File/active_after_school_communities.pdf Henry Assael, 1998, Consumer Behavior and marketing action, 6th Ed., South-Western College Publishing IASO International Association for the study of Obesity. (2007). Making schools and young people responsible: a critical analysis of Irelands obesity strategy. http://www.blackwell-synergy.com/doi/full/10.1111/j.1365- 2524.2008.00763.x#Education,%20schools%20and%20obesity, Jagger, S. (2007). As Americans tighten their belts, fast-food operators let it all hangout. In The Times, 21 July 2007, 62.

Essay --

Lowi and his collaborators established four different typology for identifying and categorizing policy: Distributive, Redistributive, Protective Regulatory and Competitive regulatory. Distributive Distributive policies take â€Å"a resource from a broad group of people and gives the resource to a narrower group (Birkland, 210).† Such policies can be controversial because typically only the small group receiving the resources benefit from them. This can lead to interest group liberalism, â€Å"in which all claims to federal support and funding are assumed to be legitimate (Birkland, 212).† Detractors of distributive policy argue that government is â€Å"catering to clients† often failing to find better alternatives (Mitchell, 2014). An example of distributive property would be the Hurricane Sandy Relief Bill, which was labeled â€Å"Pork-Barrel† spending. The bill would allocate resources to specific districts that needed repair. Those districts and groups would, theoretically, be the only ones to benefit from said resources. Redistributive Redistributive policies are those â€Å"that takes a resource from one identifiable group and gives a benefit to another readily identifiable group (Birkland, 213).† Arguably the most contentious typology, redistributive policies involve taking some â€Å"valued public asset† from one group and allocating it to another (Mitchell, 2014). Affirmative action is an example of redistributive policy. It was series of policies and mandates that strove to provide minorities equal access to housing, educational, and employment opportunities, (Garrison-Wade, 24). Institutions of higher education began recruiting minorities in efforts to diversify their predominantly white population. Such policies were highly contentious as seen in... ...els. With issues such as unemployment and minimum wage, the issue has been debated and no new legislation has surfaced. President Obama has turned to these â€Å"workarounds† of collaborating with companies that help tackle his agenda initiatives due to a need for action. My argument would be, anyone that can contribute to fixing a problem, no matter how insignificant the contribution may seem, has a responsibility t do so. One of my classmates suggested that it wasn’t the president’s role to be involved in these matters. However, the role of the president has often been to use â€Å"the considerable prestige of the office to persuade people (Birkland, 108).† As long as there is logic and transparency in interlocal collaborative networks, Public-Private collaborations, and workarounds to federal legislation, citizens will still have opportunity to voice concerns and dissent.

The Yellow Wallpaper, by Charlotte Perkins Gilman :: essays research papers

In Charlotte Perkins Gilman’s â€Å"The Yellow Wallpaper,† the wallpaper is a symbol which represents the narrator’s personality. Since the initial description of the rented mansion, eeriness is present throughout the story. â€Å"Still I will proudly declare that there is something queer about it. Else, why should it be let so cheaply? And why have stood so long untenanted?† (paragraph 3). These questions, posed by the mentally ill narrator, imply a strangeness regarding the mansion. The narrator’s initial description of the wallpaper claims, â€Å"The paint and paper look as if a boys’ school had used it. It is stripped off—the paper—in great patches all around the head of my bed, about as far as I can reach, and in a great place on the other side of the room low down. I never saw a worse paper in my life. One of those sprawling, flamboyant patterns committing every artistic sin.† (paragraph 32). This is an unusual description for wallpaper in a mansion. The fact that it is stripped off in great patches suggests an uneven and unbalanced appearance or personality. The narrator continues, â€Å"It is dull enough to confuse the eye in following, pronounced enough constantly to irritate and provoke study, and when you follow the lame uncertain curves for a little distance they suddenly commit suicide—plunge off at outrageous angles, destroy themselves in unheard-of contradictions.† (paragraph 33). Here, she describes herself through the eyes of John and her brother, both practical, logical physicians.   Ã‚  Ã‚  Ã‚  Ã‚  The narrator believes that people see her as she sees the wallpaper, which, in turn, is how she sees herself. In paragraph 78 she states, â€Å"I can see a strange, provoking formless sort of figure that seems to skulk about behind that silly and conspicuous front design.† This is initial evidence of the narrator beginning to use the wallpaper as a way to see herself.   Ã‚  Ã‚  Ã‚  Ã‚  The wallpaper also serves as a distraction to the narrator, who often spends hours analyzing its distinct features. â€Å"It is as good as gymnastics, I assure you. I start, we’ll say, at the bottom, down in the corner over there where it has not been touched, and I determine for the thousandth time that I will follow that pointless pattern to some sort of a conclusion.† (paragraph 93). In addition to a visual description of the wallpaper, this information is the narrator’s means of analyzing her personality.

Financial Statement Analysis of Square Pharmaceuticals Essay

I hope and elieve that you will be kind enough to consider any types of mistakes that occurred at the time of preparing this proposal. Thank you. Yours sincerely, Roll : 24040 Executive Summary A few comments on the organization and content of the report may be helpful to reader. In doing so, we realize that some topics may be more important to some reader then to other. For that reason we some advanced material (e. g. questionnaires) appears in appendices. Our goal is to help the reader who must compare financial position of these two companies. First we focused on the essential element of this report. We have included here the introduction of this report, objectives of the report, findings, methodology, so that the reader can get ideas easily. The second part is very important from the sense of this report. Here we have given our recommendation of the report. We have tried out level best to give the commendation neutrally. It also contains the conclusion of this report. Contents: Topic Page Introduction Objective of the Report Limitation of the Study Literature 2 Analysis 4 Summary and Conclusion 11 Introduction: Financial Statement includes the Balance Sheet, Income statement and other tatement which determine the company’s performance. Financial ratio analysis is the calculation and comparison of ratios which are derived from information in company’s financial statements. Financial ratios are the analyst’s microscope. It allowed them to get a better view of the firm’s financial health than Just looking at the raw financial statements. Objective of the Report This term paper is prepared under submitted as a major requirement of the Financial Accounting Course. Financial Accounting provides the facts needed to make informed economic as well as operational control. Limitation of the study is about: ) Based on only secondary source of data b) Time bound restrict me for further research on the topic c) possible to analyze every ratio of the financial statement There is not Literature: Financial Ratio: Financial ratios are useful indicators of a firm’s performance and financial situation. Financial ratios can be used to analyze trends and to compare the firm’s financials to those of other firms. Current Ratio Current ratio is the ratio of current assets of a business to its current liabilities. It is the most widely used test of liquidity of a business and measures the ability of a usiness to repay its debts over the period of next 12 months. Current ratio is calculated using the following formula: Current Ratio = Current Assets Current Liabilities Receivables Turnover Ratio An accounting measure used to quantify a firm’s effectiveness in extending credit as well as collecting debts. The receivables turnover ratio is an activity ratio, measuring how efficiently a firm uses its assets. Receivables turnover ratio = Net receivable sales/ Average accounts receivables Inventory Turnover A ratio showing how many times a company’s inventory is sold and replaced over a period. The days in the period can then be divided by the inventory turnover formula to calculate the days it takes to sell the inventory on hand or â€Å"inventory turnover days. † Inventory Turnover = Cost of Goods Sold Average Inventory Asset Turnover : The amount of sales generated for every dollar’s worth of assets. It is calculated by dividing sales in dollars by assets in dollars. Asset Turnover Ratio = Net Sales Average Total Assets Return On Asset: An indicator of how profitable a company is relative to its total assets.

A History of Pakistan Essay

â€Å"Believe it or not, India and Pakistan were once a solid and unified country: the citizens of the Indian border states of Rajasthan and Punjab were almost looking similar to the citizens of Pakistan† (Paul, 2005). â€Å"So when India became free from the British colonizers in 1947, conflicts between the India and Pakistan started to become intense. Since then, India and Pakistan have continuously been angry and uninterested towards each other—in fact, they have already participated in three major wars—and even during periods of peace, the two country’s relationship had always been on the line† (Jaffrelot, 2005). â€Å"Inspired by their conflicts regarding territories† over the region of Kashmir, anger and hatred developed between the two countries over the years. For Pakistanis, the Kashmir dispute has become a symbol of broken pledges and Indian duplicity, and they are constantly attempting to raise the issue whenever possible, thus drawing strong reactions from India; on the other hand, India considers Kashmir as a vital part of the country, and attempts of the Pakistanis are viewed as an act to smear India’s image (Conboy, 1992). Read more:  Current Political Situation of Pakistan Up to this day, Kashmir remains the world’s largest and most highly militarized territorial dispute. Worse, as the years passed by, many issues have coupled the long-lived dispute over Kashmir, such as: the linked issues of the Siachen Glacier, the Wular Lake Barrage, and the current Kashmiri struggle; communalism and the plight of the minorities; nuclear developments; periodic domestic troubles; the Afghanistan crisis; and the involvement of outside powers (King, 1998). The Benefits of Pakistan Partition â€Å"Economic programs in Pakistan after the period of its partition emphasized on core planning. The Pakistani government established objectives for controlling private industries. The partition was established in order to improve domestic businesses and reduce dependence on foreign trade. These efforts led to the stability of its economic development in the 1950s† (Jones, 2003). However, excellent results stopped coming in the two straight decades. By the early 1970s Pakistan had succeeded in conquering its goal of stability in terms of food availability, â€Å"although this food was not really available to all Pakistanis because of the flawed distribution and shortcomings in the harvest†. In the late 1970s the Pakistani government began to decrease its power over the economy, which led to slowed development toward this goal. By 1991, however, the Pakistani government still controlled or managed many industries, including mining and financing, manufacturing and construction. Economic development enhanced during this time, at least gradually as a result of economic programs supported by foreign loans (Jones, 2003). A financial crisis after the partition stimulated Pakistan to institute major economic reforms. Because the partition resulted into an incredible surge in oil prices, Pakistan was haunted by a barrage of payments problem. To gather loans from well-regarded funding organizations, Pakistan made up its mind to implement programs in order to free its economy. These economic programs eliminated many strict government policies on investment, and established tariff systems that maintained trading at a manageable level. â€Å"Also, reform deregulated many industries and privatized many public enterprises. These reforms continued through the mid-1990s, although at a slower rate because of political changes in India’s government. In 1993 Pakistan permitted Pakistan-owned private banks to be established along with a minority of foreign banks† (Holliday, 2000). â€Å"With the reforms, Pakistan incredibly made a smooth transition from a closed and very restrictive economy to one that is open and free to the world. By 1996 to 1997, foreign investment had grown to nearly $6 billion, up from $165 million in 1990 to 1991. Exports and imports also improved significantly at the same time. Economic growth since the 1980s has brought with it an expansion of the middle class, which was estimated to form 20 to 25 percent of Pakistan’s population in the mid-1990s. As a result, the demand for consumer goods has expanded rapidly† (Mittmann, 1991). In Pakistan, the upsurge of innovative activity seems to have had more to do with the advent of partition than with the Silicon Valley phenomenon. The partition has dramatically changed the market and supply conditions, from being shortage and seller driven to being buyer and competition driven. To survive and grow, firms have to focus on improving their competitiveness. They are realizing that the real source of industrial competition today lies in innovation and the rapid technological change taking place throughout the world. Technology is now a key determinant of strategic change in Pakistani firms. Industrial development based on indigenous technology development is still an elusive dream, but the ‘process’ of technology acquisition and assimilation is now very much a strategic process, aligned with firms’ need to build competencies (Kudaisya, 2001). The partition has stimulated the rapid growth of innovation-driven industries such as information technology (IT), communications technology, biotechnology and pharmaceutical industries. This has led to a new type of business enterprise known as the knowledge enterprise and a new sector of the economy known as the knowledge economy. This sector is now a significant component of the national economy and accounts for a large portion of economic growth. The partition created renewed interest in innovative entrepreneurship as a key driver for the rapid diffusion of innovation in business and industry. Entrepreneurship occupies centre stage in the wealth creation process in the knowledge economy (Cohen, 2004). References: Cohen, S, 2004. The Idea of Pakistan. Brookings Institution Press. Conboy, K, 1992. Elite Forces of India and Pakistan. Osprey Publishing Holliday, T, 2000. Insight Guide Pakistan. Insight Guides; 3rd edition Jaffrelot, C, 2005. A History of Pakistan and Its Origins. Anthem Press; New edition Jones, O, 2003. Pakistan: Eye of the Storm. Yale University Press; 2nd edition King, J, 1998. Lonely Planet Pakistan. Lonely Planet Publications; 5th edition Kudaisya, G, 2001. The Aftermath of Partition in South Asia. Routledge; 1st edition Mittmann, K, 1991. Culture Shock! : Pakistan. Graphic Arts Center Publishing Company Paul, T, 2005. The India-Pakistan Conflict: An Enduring Rivalry. Cambridge University Pres

Maniac Magee: Summary Essay

Characters’ Name: Jeffery Lionel Magee- (Maniac Magee), Amanda Beale, Mars Bar Thompson, John McNab, Piper McNab, Russell McNab, Earl Grayson, Mrs. Beale, Hester, Lester. Personalty Traits: Maniac Magee, the main character, has very kind and a nice personality. He is also brave, and trusted and very athletic. Physical Features: Jeffery’s parents died by a car accident when he was 3 years old. andout Questions: Title of the book: Maniac Magee Author: Jerry Spinelli Number of pages: 1-184 Name of the main characters: Full Name: (Jeffery Lionel Magee)- Maniac Magee Genre of the story: Fiction Plot: Maniac Magee, lived with his parents until he was 3 years old. His parents died in a car accident. Then he lived with his uncle Dan, and aunt Dot. He left his uncle and aunt when they were annoying in the school auditorium. He went to far away, after he left. He wanted to find a home that will be best for him. There he faced many challenges that he overcame, such as a race running backwards. Maniac is very athletic, he is also nice. He met a lot of people that liked him of his kindness. All he wanted is a home where it would be best for him. He made the west end (white side) and the east end (black side) be together. Climax: Maniac needs a new home. Resolution: Maniac finds a home, the Beale’s family said he can stay with them. Maniac also made the east side and the west side be together. Would you change anything about the story: I would change the part where Grayson dies because Grayson loved Maniac as much as maniac loved Grayson. It feels like that Grayson felt as a grandfather to Maniac. Opinion: The best part I like about the book is that when Maniac won the race against Mars Bar by running backwards. The least I liked about this book is that when Maniac’s parents died, and when Grayson died. The part that truly got attention is when they died, and it feels like something worse is going to happen when is parents died. I visualized this book well because this book was really interesting, and even though this book is faction it sounds real. I would recommend this book to students that are in 5th to 8th graders because it teaches you about how difficult it can be when you are an orphan and how the west side and the east side came together.

Ap Nsl

ap nslChapter 18: Reading Questions 1. Read the handout on incorporation doctrine and write a definition of incorporation clarifying the concept of incorporation in your own words as well as explaining the role of the 14th Amendment in incorporation. I will cover this in class! 2. What are the three reasons why the liberties claimed by some people become major issues? Give one or two examples for each reason. 3. Explain briefly how the Supreme Court has interpreted the Free Exercise and Establishment clauses. 4.What are the difficulties in using the â€Å"wall of separation† principle? 5. List and explain the circumstances when the Supreme Court has ruled that freedom of speech may be limited. 6. Define the â€Å"clear-and-present-danger test,† libel, preferred position, prior restraint, imminent danger, and symbolic speech. You may just want to put these straight onto your flashcards 7. Summarize the Supreme Court’s changing interpretations of how to protect bot h the due process rights of accused criminals and to preserve the safety of the community.Define the exclusionary rule and the â€Å"good faith exception. †. Chapter 19 Reading Outline 1. What does the book say is the pertinent question regarding civil rights? 2. What were the strategies that black leaders followed in order to obtain civil rights? Once basic rights such as voting and integration had been obtained, what issues did civil rights leaders focus on? 3. Briefly outline the steps in the NAACP’s strategy in the fight against segregated schools and indicate the success they had in the courts and in implementing desegregation. . What was the issue concerning desegregation vs. integration? How has this issue been resolved? 5. What were the four developments that made it possible to pass civil rights bills? 6. What accounts for the change in attitude in Congress towards civil rights issues from the 1960s to the present? 7. How has the Supreme Court changed in its a ttitudes towards equal rights for women from the early 20th century to today? 8. What are the two standards the Court uses today to in considering sex discrimination cases? What is the debate between those who support â€Å"equality of result† and those who support â€Å"equality of opportunity†? 9. What are the criteria that the Supreme Court has adapted in defining strict scrutiny of any law involving racial preferences? 10. Briefly summarize the highlights of the government’s response to abortion. 11. How did activists for the disabled manage to get The Americans with Disabilities Act passed? 12. Briefly summarize what is included in the law and the objections that some have had to the law.