Sime Darby Free Essays

Page 1 of 6 Fundamental Analysis for SIME DARBY BHD Company Name: Stock Code (Bursa): Bloomberg: Industry: Sub-Sector: Company Description: Date of Analysis: Financial Year: SIME DARBY BHD Board: Main Board SIME FBMKLCI: TRUE SIME:MK Reuters: SIME. KL TRADING SERVICES OIL PALM/RUBBER AND OTH CROP PRODUCTION PLANTATION; PROP; MOTORS; INDUSTRIAL; ENERGY UTILITIES. 19-Sep-12 2011 30/6/2011 Price: 9. We will write a custom essay sample on Sime Darby or any similar topic only for you Order Now 79 Stock Grade: Emerging Investment Grade Profitability Profitability 10 ROI 8 ROI Liquidity 6 Efficiency 4 Risks 2 0 Potential Growth Buy Hold Returns Potential Growth 65 75 90 50 105 105 Buy Hold Returns 25 Liquidity 1. 80759 40. 02273 62. 4099 36. 10128 85. 8969 57. 48956 18. 75 7. 97 5. 34 6. 93 7. 22 8. 18 5. 48 7. 5 Risks Efficiency Future growth drivers and Risks: http://announcements. bursamalaysia. com/edms/edmswebh. nsf/all/FF95B42CEC4045D948257A7A0062 DF67/$File/Press%20release. pdf Due-Diligence All figures in millions of Ringgit Malaysia except per share values and ratio Measures 2002 @ 2002/6/30 2003 @ 2003/6/30 2004 @ 2004/6/30 2005 @ 2005/6/30 2006 @ 2006/6/30 2007 @ 2007/6/30 2008 @ 2008/6/30 2009 @ 2009/6/30 2010 @ 2010/6/30 2011 @ 2011/6/30 Importane Rate Comments Profitability Increasing Sales Revenue Increasing Net Income After Tax Increasing Gross Profit Margin (Preferably ? 40%) ROI Increasing high ROE (Preferably ? 15%) Increasing ROIC (Preferably ? 15%) Increasing CROIC (Preferably ? 15%) Liquidity Increasing Net Cash from Operations Increasing Free Cash Flow / Sales (Preferably ? 5%) Increasing Quick Ratio (Preferably ? 1) Short declining Cash Conversion Cycle Efficiency Increasing Net Profit Margin (Preferably ? 10%) Increasing OCF/TA (Preferably ? 8%) 12,053 928 29. 9% 13,718 945 30. 4% 14,904 1,015 26. % 18,646 933 24. 4% 20,162 1,203 23. 6% 20,735 1,597 23. 3% 34,045 3,753 26. 2% 31,014 2,341 23. 0% 32,845 855 26. 8% 41,859 3,847 25. 7% 10. 7% 8. 0% 4. 5% 10. 2% 8. 0% 5. 2% 10. 9% 8. 0% 3. 3% 10. 0% 9. 0% 3. 6% 12. 7% 7. 0% 5. 2% 15. 8% 8. 0% 7. 1% 16. 2% 12. 0% 9. 1% 10. 7% 9. 0% -1. 1% 3. 6% 5. 0% 6. 8% 15. 2% 13. 0% 6. 5% 647 3. 5% 1. 09 62 930 4. 3% 1. 41 66 652 2. 6% 1. 39 65 737 2. 3% 1. 12 62 1,154 3. 4% 1. 23 67 1,644 4. 8% 1. 27 65 3,936 7. 2% 1. 38 63 937 -1. 0% 1. 00 91 3,570 5. 9% 1. 00 65 3,393 4. 9% 1. 05 65 10. 0% 5. 2% 9. 0% 6. 3% . 0% 4. 2% 7. 0% 4. 5% 8. 0% 6. 6% 10. 0% 8. 4% 15. 0% 10. 9% 10. 0% 2. 6% 5. 0% 9. 5% 13. 0% 7. 9% Risks Declining Debt/Equity Ratio (Preferably lt; 1) Operating Income Variability Sales Variability Increasing Altman Z Score (Preferably ? 2. 6) Declining Beneish Score (Preferably lt; -2. 22) Potential Growth Increasing Sustainable Growth Rate (Preferably ? 8%) Increasing Expected EBIT Growth N/A (Preferably ? 8%) Quality of Sales Revenue Growth (Preferably ? 80%) N/A 0. 15 1,081 12,053 5. 73 0. 27 1,225 13,718 5. 50 -2. 83 0. 28 1,389 14,904 6. 5 -2. 90 0. 34 1,406 18,646 5. 13 -2. 95 0. 38 1,206 20,162 5. 42 -2. 86 0. 29 1,569 20,735 7. 13 -3. 00 0. 22 4,339 34,045 5. 83 -1. 99 0. 26 3,151 31,014 7. 02 -2. 89 0. 37 2,081 32,845 5. 80 -2. 84 0. 29 5,483 41,859 6. 38 -2. 86 3. 5% 2. 9% 16. 4% 93. 5% 85. 8% 28. 7% 53. 4% 59. 1% 56. 9% 3. 7% 4. 1% 2008: 2002-2011: 2008: 2002-2011: 2008: 2002-2011: 2. 3% 3. 1% 77. 2% 2009: 91. 1% 52. 4% 2009: 58. 2% 76. 6% 2009: 45. 6% 6. 4% 5-Y: 4. 4% 9. 9% 7. 9% 14. 9% 74. 6% 2010: 59. 2% 2010: 14. 9% 2010: 2. 9% 19. 4% 5. 0% -5. 0% 69. 4% 2011: 17. % 2011: 21. 6% 2011: 0. 6% 6. 6% 7. 7% 13. 6% 73. 3% 30. 0% 14. 0% 2007: 2005-2011: Quality of EBIT Growth (Preferably 2007: ? 80%) 2005-2011: Quality of Operating Cash Flow 2007: Growth (Preferably ? 80%) 2005-2011: Buy Hold Returns Shareholder Wealth Creation Full: (Preferably ? 8%) 5. 7% 10-Y: -1. 0% 3-Y: 11. 5% Investment Strategy Position Strategy Position Lump Sum + Top Up Strategy: Buy Criteria Averaging Down Method: Dollar Cost/Value Averaging Criteria 1. The current quarter’s EPS is up more than 15% from the same quarter the year before. . Price is below Intrinsic Value 3. Current EY% or Rolling 4Q EY% ;gt; 6% 4. Current DY% or Rolling 4Q DY% ;gt; 6% 5. Stock price breaks out of consolidation/dip on an uptrend. 6. Comparison of P/B ratio (for Financial stocks only) 7. Company owner, EPF, Khazanah and PNB heavily buying Sell Criteria I Remarks Criteria 1. Current EY% or Rolling 4Q EY% ;lt; 6% for more than 2 years 2. Current DY% or Rolling 4Q DY% ;lt; 6% for more than 2 years 3. Quarterly EPS drop for 5 consecutive months 4. Fundamental of business turns unattractive or bad 5. Found a better opportunity to replace this stock 6. The stock drops near to my average cost or hit my stop loss 7. Long term trend changed from bullish to bearish 8. Company owner, EPF, Khazanah and PNB heavily selling. 9. Did I make a mistake? 10. Has the stock risen too far from its intrinsic value? VI Remarks Discounted Cash Flows Valuation Shares Out. M. O. S. 13 Default Value Custom Value 6009. 46 11 Sustainable Growth % (for Average risk Average Discount % Terminal % 2011 FCF Excess Cash Intangibles Intangibles% Decay Rate Extra Decay Growth (for DCF Calc. premium Risk free Assets add to DCF (Yr4E-Yr7E) (Yr8E-Yr10E) reference) rate 20% 5% 8% 5. 50% 3. 68% 9. 2% 2% 2068. 66 4593. 30 86. 00 0% 8% 15% 4% 11. 50% 15% 20% Projection of Future Free Cash Flow 2012 Yearly Growth Future Value Discounted Perpetuity Value Present Value 2,151. 41 2013 2,237. 46 2014 2,326. 96 18,023. 58 28,024. 79 3-Y Shares Outstanding Fair Value Desired M. O. S. Buy Under Current Price Actual M. O. S. 4. 66 3. 73 9. 79 -110% 5-Y 6009. 46 4. 69 20% 3. 75 9. 79 -109% 2015 2,364. 67 2016 2,445. 07 15,233. 30 28,183. 22 10-Y 4. 70 3. 76 9. 79 -108% 2017 2,528. 1 2018 2,614. 16 2019 2,564. 07 2020 2,633. 81 2021 2,705. 45 9,780. 64 28,239. 49 Market Timing Analysis Discounted Cash Flow Valuation Fair Value Actual M. O. S. Buy Under Selection 3-Y 4. 66 -110% 3. 73 5-Y 4. 69 -109% 3. 75 10-Y 4. 70 -108% 3. 76 ? 3-Y: Fast-growing company; operates in highly competitive, low margin industry 5-Y: Solid company; operates with advantage such as strong marketing channels, recognizable brand name, or regulatory advantage 10-Y: Outstanding growth company; operates with very high barriers to entry, dominant market position or prospects Price-to-book Ratio Valuation by Price-to-book Ratio: Current EY% or Rolling 4Q EY% ;gt; 6% CU EY%: 6. 23 R-4Q EY%: 7. 05 4. 26 60 Current DY% or Rolling 4Q DY% ;gt; 6% CU DY%: 3. 06 R-4Q DY%: 3. 58 Current Cash Return% or MRQ Cash Return% ;gt; 6% 62 CU CR%: 4% Quarterly Financial Performance MRQ CR%: 2% Increasing revenue Increasing net profit Increasing EPS Jun-12’s EPS ? 15% from Jun-11 Jun-11 Sep-11 Dec-11 Mar-12 Jun-12 13,059 11,064 11,389 11,027 14,122 1,313 0. 22 1,074 0. 18 1,101 0. 18 876 0. 15 1,099 0. 18 -16% How to cite Sime Darby, Papers

Management Practices and Corporate Entrepreneurship

Question: Discuss about the Management Practices and Corporate Entrepreneurship. Answer: Introduction The Australian Human Resource Institute has been representing the professionals of the people management. Almost 20,000 Australian members are associated with the institute to provide the enriched knowledge about the methods developing the career, advancing the HR professions, and supporting the HR professionals (Ahri.com.au 2017). The institute maintains the standardized certification for providing fruitful training and education services to Australian members that help in developing the business skills. This institute belong to the World Federation of People Management and Asia Pacific Federation of Human Resource. This AHRI model of excellence is a graphical representation that sum up the knowledge of the HR practitioners and their expectations accordingly. This is viewed as per the expectations of the peer in context of the capabilities and the behavior of the employees (De Brito and De Oliveira 2016). There are many of the competencies of this excellence model that are as: business driven, a strategic architect, an expert practitioner, an ethical and credible activist, a workforce and workplace designer, a cultural and a change leader and the stake holder and mentor coach. The study will provide the insightful knowledge about the business driven that have the significant impact on the business skill development. The study will also provide the discussion on ethical and credible activism by formulating strategic architect. Business driven The concept of business driven is such a competitive advantage that includes the innovation, quality management and cost engineering (Omer and Ahmed 2016). This is such an advantage that is responsible for having such human resources that actually contributes to the management and proves to be the key driver that is responsible for success in an organization. This is entailed by the capability of business driven by adopting the strategic competencies. The importance of human resource management to have this capability of being business driven can be explained as below: Beneficial in understanding the business, this is an essential function of the HR in an organization to understand the business. In other way, HR needs some of resources which are helpful in understanding the business. The potential for the HR to engage with the training and development is also provided when the company needs to update the skills and other competencies of the employees on an organization. The human resource management has to take the responsibility of deciding this initiative formulation process. (Hassan 2016). Engaging with the business: this is another major function which is responsible for managing the human resources to have the capability of being business driven. The organization should take the help of some experts who help in running the business by with some of the new ideas and innovation. Let us say, the assumption of HR graduate and dealing in the organization, such capability of being business driven are possessed by me. I am able to understand the business functions effectively by way of having a formal mechanism to completely engage into the business. I prefer for opting such ideas or strategies that are out of the box, rather than having the traditional approach to perform the role of the HR position in an organization effectively. Ethical and credible activism The ethical and the credible activism is the capability, this is responsible for focusing upon the work with taking the relevant actions along with the desired results. In other words, the HR must undergo the function of traditional and the transactional work effectively and without any flaw (Adewale and Anthonia 2013). The outcomes of these activities have a direct impact upon the performance of HR and other function such as marketing, sales and the production. The function of credible activism entails these capabilities. The importance for a human resource management to have this capability can be explained as below: Adopting the capabilities of credible activist should support the manager. This includes the situation that shall lead to fulfill the basic concepts such as inventory controlling, production scheduling, account receivable along with the basic of income statement and the balance sheet. This mechanism can help in influencing others; this is done by having same view in this context. Such situation is beneficial and important to both the parties (Qehaja and Kutllovci 2015). Assumption: I have applied as a HR position; I have such capabilities that are required by the HR to be a credible activist. This includes having a strong ethical system and internal value that helps the organization. Otherwise, this could lead the people towards acquiring fraudulent and corruptive behaviour. Such temptations degrade the performance standard and hence lead to deprived decisions that shall affect everyone. Strategic architect This is the capability that entails the mechanism that involves the business partners who align themselves with the HR function to form the effective business strategies. The human resource architect helps in defining the company with respect of the situations that are changing the market, socially and the economically (Muiswinkel 2013). Moreover, the ability to recognize the global and the local ongoing trends in the market that has an impact upon the business and hence respond accordingly. The importance of the human resource management to have these capabilities of strategic architect is as follows: It helps in defining the desired outcomes that are most valued by the CEOs of the organization along with the line managers. This is also important because it helps in measuring and communicating the values that is created by the HR activities (Ibrahim and Zulkafli 2016). It masters the basic decisions related to finance and other decision of the human resource department that influence the financial position of the company. Assumption: As a graduate HR, I possess some HR capabilities and it signifies that I am prompt in doing rather than talking about the business allies and strategic architect. As this requires the HR personnel to step and think out of the box and take decisions according to the experiences they have had. This in result helps in increasing the financial literacy and business both. The correct financial decisions shall help with the correct decision-making (Albrecht et al. 2015). However, the qualitative arguments shall only be credible when the understanding upon the quantitative side of the business. These are the assumption of the capabilities that shall be possessed by the HR personnel. References Adewale, O. and Anthonia, A., 2013. Impact of Organizational Culture on Human Resource Practices: A Study of Selected Nigerian Private Universities. Journal of Competitiveness, 5(4), pp.115-133. URL: https://www.cjournal.cz/files/154.pdf Ahri.com.au, 2017. About Us. [online] Ahri.com.au. Available at: https://www.ahri.com.au/about-us [Accessed 27 Mar. 2017]. URL: https://www.ahri.com.au/about-us Albrecht, S., Bakker, A., Gruman, J., Macey, W. and Saks, A., 2015. Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35. URL: https://www.beanmanaged.com/doc/pdf/arnoldbakker/articles/articles_arnold_bakker_380.pdf De Brito, R. and De Oliveira, L., 2016. The Relationship Between Human Resource Management and Organizational Performance. Brazilian Business Review, 13(3), pp.90-110. URL: https://www.redalyc.org/pdf/1230/123045332005.pdf Hassan, S., 2016. Impact of HRM Practices on Employees Performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), pp.15-22. URL: https://hrmars.com/hrmars_papers/Article_03_Impact_of_HRM_Practices_on_Employees_Performance.pdf Ibrahim, H. and Zulkafli, A., 2016. Corporate governance, HRM practices and organizational performance. Socio-Economic Problems and the State, pp.1-11. URL: https://sepd.tntu.edu.ua/images/stories/pdf/2016/16hiiaop.pdf Muiswinkel, W., 2013. Human Resources Management and Training: Compilation of good practices in statistical offices. Compilation of good practices in statistical offices, 30(3), pp.11-23. URL: https://www.unece.org/fileadmin/DAM/stats/publications/HRMT_w_cover_resized.pdf Omer, N. and Ahmed, A., 2016. Human Resource Management Practices and Corporate Entrepreneurship: the Mediating Role of Organisational Commitment. International Business Management, 10(9), pp.1632-1638. URL: https://docsdrive.com/pdfs/medwelljournals/ibm/2016/1632-1638.pdf Qehaja, A. and Kutllovci, E., 2015. The Role of Human Resources in gaining Competitive Advantage. Journal of Human Resource Management, 17(59), p.47. URL: https://www.jhrm.eu/wp-content/uploads/2015/03/JournalOfHumanResourceMng2015vol18issue2-pages-47-61.pdf

Judaism and Hellenism free essay sample

In the Mediterranean and Middle East before the Common Era stood two cultures deep in their ways of living. The Greeks and Jews both held rich traditions and with their collision after the expansion of Alexander the Great’s Empire, change was on its way. For the Jews, this was a familiar sight, since they were conquered and ruled by the Egyptians and Babylonians before. These Greek and Macedonian rulers held lands far vaster than any other ruler before this time. The Jewish lands along the Eastern Mediterranean were a small nation and the Hellenistic world views held a significant impact on a people secure in their beliefs. The Jews of this time kept their identity while at the same time assimilating to a changing world. Hellenistic changes in Judaism appeared in all the key cities within the Middle East. Cities such as Alexandria, Babylon, Antioch, Ephesus, and Jerusalem held a tremendous difference in Hellenistic Judaism practices at this time. We will write a custom essay sample on Judaism and Hellenism or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Assimilation did not occur within a day or a summer though but thru generations. For example, a Jew in the next generation Hellenized Palestine might see himself speaking Greek and thus practicing more pagan rituals. For these people assimilation did not seem so radical since it happened extremely slowly over years, but still the Jews kept their identity. The Jews kept their community and culture as one. Jews assimilated to Hellenistic ways in literature, language, historiography, philosophy, art, and religion. They did so to keep up with a changing world where Hellenism was the ascendant position in the known world. To understand Hellenization in the Middle East, one has to go back to the Persian Empire which stood before Alexander’s Empire. The Persian Empire was in place for about two hundred years and had control over a territory that included India, Ethiopia, Turkey, and all of the Middle East. From the Persian Empire, the Israelites in Palestine adopted the language called Hebrew from the Canaanites. This language was used by the Persians for administrative purposes, so the Jews used it. The language became holy. Alexander’s Conquest over the Persian Empire was the beginning of the Hellenistic age. When Alexander died in Babylon in three hundred and twenty three BC his generals separated what was the Persian Empire into two distinct parts. In Egypt, the Ptolemies took charge, and in the east from Syria the Seleucids ruled. The Ptolemies conquered Jerusalem, also known as Palestine during the time, in three hundred and twenty BC and ruled for about a hundred years. Under the Ptolemies, the Jews were not allowed to elect a king, but they still were able to choose a high priest of their own. Palestine itself was the boundary between the Ptolemies and Seleucids. In two hundred and one BC, the Seleucids conquered the Ptolemies and immediately began aggressively Hellenizing the Jews. The Seleucids stayed in power until about one hundred and forty BC when the Maccabees succeeded. Within these two Kingdoms, Greek customs spread far and wide. Trade was in full effect at this time and with it a variety of languages. The Greek language was being used by traders on the Middle Eastern Coast before Alexander even reached the shore. After Alexander’s death, Hellenism took effect on the upper classes in the Middle East. Alexander wanted his fellow Greeks to integrate and marry with the conquered people. He even allowed people of the Middle East to settle back in the home province of Greece and Macedonia. As time passed the Jews learned Greek, and preferred more Hellenistic names. For example, a boy named Joshua might now be Jason, or Mathew would now be Menelaus. Cities names also changed, examples being Akko to Ptolemais and Amorah to Ariopolis. The Jews also built gymnasiums, and participated in Olympic Games. Greek became the administrative language after Alexander. They were exceptionally talented administratively and reached every part of Jewish society. They made sure everybody paid taxes. Some Jews favored Greek education since a lot of the superior quality jobs were held by Greeks. Examples of Greek influence in Jewish writings are in the Qumran and One Enoch. When the Maccabees ruled, Greek was only spoken by the upper class. Jewish scriptures had to be rewritten in Greek for those Jews who could not understand Aramaic. Some Jews chose to admit to Hellenization because of their annoyance with the Persian Empire. The thought that some Jews rationalized this way angered the Maccabees. The Maccabees were more orthodox Jews and were displeased by the Hellenized Jews. In one hundred and seventy three BC, a Jew by name of Jesus or his Greek name Jason became high priest of Jerusalem. His name change was a case of those Jews whom were assimilating to Hellenism. Jason founded a Gymnasium where Jews could go for athletics, for intelligent discussions, and for readings of Greek texts. Two Maccabees openly opposed Jason and his gymnasium. It was the first writings in resistance to Hellenism. Two Maccabees wrote that Hellenism was a new threat to Jewish culture. Previously, alien cultures were perceived as threatening because of the temptation posed by their gods. For Two Maccabees, Hellenism involves a system of values different from orthodox worship, the values associated with the gymnasium. Two Maccabees condemns Jews who adopted these values, even as they remain loyal to Yahweh. Two Maccabees itself shows the effects of Hellenism. Two Maccabees also artfully de-emphasizes the associations of this language with the gymnasium and material culture. For example, the martyrs with their courage are called noble, a term often used in Greek texts. While the category of gentlemanliness, a distinctive Greek value, is applied to aged men who could not possibly participate in the sphere of the Greek gymnasium. Two Maccabees does not simply borrow, but rather transforms Greek customs as it intervenes them with Judaism. With the Maccabees came a revolt against Hellenistic society. They felt as though they were being suppressed religiously. There was a clear line between traditional Jews and the Hellenized ones. Also at this time, the Romans freed Egypt from Hellenized rulers. Anti- Hellenized Jews helped with propaganda such as predictions that this was going to happen. The Maccabees and gospels also showed themselves divided as Hebrews and Greeks. High priest Jason was succeeded by Menelaus in one hundred and one BC. The King of this time was Antiochus IV who persecuted Jewish customs. Antiochus IV after being embarrassed in Egypt came back to Jerusalem to find the city in chaos caused by the different Jewish sects of the city. To regain complete control Antiochus IV went to violent measures against the Jews that were not seen since the Babylonian Exile. While Jerusalem heard a rumor that Antiochus IV was killed in combat, one of the high priests collected an army and attacked the city. The priests name was Jason and once in power got he got rid of Menelaus whom was put in place by Antiochus. When Antiochus IV returned he was enraged and ordered a massacre of many Jews and put Menelaus back as the high priest. Antiochus IV slaughtered many Jews at this time, and also placed laws to help maintain control of them. With the help of Hellenized Jews, it became illegal to do certain Jewish rituals. With Hellenizers and Antiochus IV now in complete ower, he started to shift Jerusalem into a Greek Polis once again. The war between the people started again by a Jewish traditionalist named Mathias Hasmon. The Hasmonaeus were also known as the Maccabees. The man had five male children, headed by Judas Hasmon, whom was also named Judas the Maccabee. The Hasmonaeus then fled town and gained support from villages and created a group of terrorists. They went around killing rich Jews, stealing property, and raiding other villages. In one hundred sixty one BC, the Hasmons signed an alliance with Rome and ten years later the Seleucids abandoned Judah. They were remarkably successful because of the support of the Romans. In one hundred and sixty four BC, the Jews defeated the Greek general Apollonius. At this time, Antiochus IV dies while protecting his territory against the Parthians. After his death, the Hasmoneans were given amnesty, allowed back into the city and their traditions restore. In one hundred and forty two BC, Judah became independent, and Judah Maccabee became the ruler. The holiday of Hanakkah was then established to commemorate the Jews achievement in gaining self-rule. The Hasmoneans took advantage of this and attacked Hellenizers all over the city. However, conditions soon changed when the Hasmonean leaders became corrupt and secular. The kings claimed the high priesthood for themselves, were cruel to their fellow Jews, and expanded the territory for administrative purposes. The Hasmoneans also fell to Hellenization by taking such Greek names as Antiochus, Aristobulus, and Hyrcanus. The Hasmoneans benefited from the fall of the Seleucid Empire. They made their country free and increased their territory. Lysias whom was governor of Syria saw this and rounded up his army and took control over the situation. After, a series of civil wars occurred which were propelled by the Romans. Lysias in fear made another deal with the Hasmoneans and got rid of the high priest. This appears to be an extremely hypocritical situation because the Hasmoneans were doing unto others what they had revolted against. Although Jerusalem was ruled under a tyranny, the city grew considerably in size and population, becoming a center of commerce and religion. Hasmonean Jerusalem lasted only until sixty three BC, when Pompey from the Roman Empire took control of Jerusalem. The decline of the Hasmoneans was the end of Jewish rule, but Jewish pride and desire for freedom continued with struggles against Roman rule. Beginning with a series of Jewish wars with the Roman in the first and second centuries, including the Kitos War, the Great Revolt, and Bar Kokhbas rebellion. Through the rebellions, temporary self-rule was placed, but they eventually fell to the power of Rome. A Roman army under Vespasian and Titus attacked and destroyed Jerusalem, and burned Herods Temple. They then enslaved or killed a large part of the Jewish population. The Romans defeats of the Jewish revolts contributed to the Jewish Diaspora, as many Jews were sold into slavery throughout the empire. Today, we see many signs of Hellenization in the world. For example, the Bible was translated into Greek. We see archaeological evidence today in the Tomb of Absolom (a Jewish burial with inscriptions written in Greek), and in the Sepphoris Mosaic (found in the dining room of a Jewish House). These proofs show that Greek traditions, religion, literature, and many other aspects were incorporated into Jerusalem and Jewish culture. The Jewish culture refashioned its identity over and over again. A prime example would be the Greek intrusion during the Hellenistic period. During these times of change, the Jews kept close to their traditions and identity in an ever changing world.

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buy custom History of Computers essay Charles Babbage designed the first computers recorded in history. The computers were of significant size in comparison with the present day computer. Their large size meant that they were not portable in addition to their being expensive. The computers had a lower storage capacity and speed. There were Mark 1 computers created by a Harvard professor and his team of scientists in the periods following the Second World War. This was among the first computers created. The computer was electro mechanically ran by switches, shafts and relays. The University of Pennsylvania was home to the first significant and operational computer that had the ability to perform numeric operations and calculations was created by John Mauchly and his colleague Presper Eckert. The computer was known as the Electrical Numerical Integrator and Calculator also known as the ENIAC. The computer however had its disadvantages as it was large and occupied a large surface area. The computers were however inefficient in terms of the constant t need to reconnect the computers once new computations needed to be done. The computers required regular cooling which was done by the use of the vacuums that contributed to the large surface area of the computer. The computers were electro magnetically ran and had a higher speed capacity in comparison with the previous creations of Mark 1. Consequent developments in computers have led to the creation of smaller, portable and cheaper computers. The computers have a higher storage capacity, greater speed and efficiency. The great improvement can be associated with the use of transistors in the operations of the compute that are small in size and use less power. Buy custom History of Computers essay

Write a summary on any article about Infection Control Assignment

Write a summary on any article about Infection Control - Assignment Example The result is that the infection is spreading faster. The article has reviewed the health care facilities for infection control measures available under the health systems in these countries. It recommends combination of drugs and technology innovation to reduce such infections. The authors suggest that the infection can be controlled with better behavioral and organizational interventions that may be combined with quality improvement initiatives, training and surveillance, at the labor and delivery control units. This article also lays importance on the global awareness initiatives, which must be targeted to maternity care and childbirth interventions to control the development of this infection during childbirth. .(Hussein et al) As per the article, this infection develops during the first six weeks after the delivery. The disease can infect the blood stream, abdominal cavity and womb, causing pain and fever. The cause of this infection stems from the unhygienic methods of vaginal examination, instruments used during the delivery. While poor mothers in least developed countries do not reach health care facilities for child delivery, the same is arranged at home through semi-skilled and illiterate aids. The infection control efforts are hampered by sub-standard clinical practices, overcrowding of health centers, overloaded health and medical workers, and shortage of drugs. Hence, the article has suggested improvements in these, particularly for delivery and labor units.(Hussein et al) Hussein, Julia et al (2011). â€Å"A review of health system infection control measures in developing countries.†, Globalization and healt.com, Retrieved on Feb. 20, 2014, from:

International study case Essay Example | Topics and Well Written Essays - 2000 words

International study case - Essay Example The success of Hero Honda has been prominent to such an extent that in the Indian market, when the general public is referring to the two wheeler industry, the first name that comes on top is the Hero Honda Motors Limited. The company has managed to secure the top spot in India when it comes to volumes in the two wheeler industry and the second spot in the world in the same category. Background As mentioned above, the Hero Honda company formed as a result of a joint venture of the Hero Group of India, owned by the Munjal family, and Honda Motors of Japan. The company started with each of the two co-owners possessing 26% of the company with the rest owned by the public and financial institutions. The arrangement to form the joint venture was initially on a 10 year period till 1994 and Honda Motors was supposed to provide the technology and technical expertise while Hero Cycles was responsible to bring in local talent for the company management including the marketing, human resources and finance managers. A period of uncertainty followed in this joint venture when Hero Honda began to lose its market share due to the fact that the Honda research and development department was too slow to introduce new products for the Indian market. Therefore, they initially missed out on the boom in the two wheeler industry from the year 1993 to 1996 but soon recovered as the clauses of contract of Hero Honda were renegotiated and the research and development was given priority. Since then, Hero Honda has been on a constant rise and quickly managed to beat its competitors to become the producer with the highest market share in the industry. Issues As India began to liberalize and foreign direct investment was allowed into the nation, the foreign investors could view the huge population as a major motivator to invest. Soon, the emergence of Hero Honda, Bajaj, TVS, and Yamaha made this industry a very dynamic one where every company was competing against themselves to be the marke t leader. In the case of Hero Honda however, it was much more complex than its competitors. The competitors including Bajaj and TVS were giving Hero Honda a tough time in the domestic as well as in the international market. Bajaj and TVS had also formed joint ventures of their own and therefore they were not far behind Hero Honda on technological grounds. Along with this, the Indian market prefers to buy a two wheeler at a low price given that it is usually the lower and the middle financial class, who cannot afford to buy cars, that buys the two wheelers. This encouraged the importers to introduce the China-made motorbikes in India which were priced at a much lower level than its Indian counterparts. This made it necessary for the Hero Honda marketing department to position the brand as such to make it the preferred option for the Indian buyer. Unfortunately for Hero Honda, the company had to face not only the external competition but also internal due to poor cooperation between t he partner firms. The Honda Motors’ Research and Development department was not located in India and they had little Indian customer insights. This meant that the R & D department was unable to respond to the changing Indian two wheeler market as fast as other competitors were. Along with this, when Honda decided to open its subsidiary firm on its own to produce scooters in India, it was also felt that they may also decide to part ways with Hero group and start

Strategic Accounting for Decision Making

Strategic Accounting for Decision Making Super Service Mini Market. Contents (Jump to) Abstract Chapter 1 – Introduction Chapter 2 – The Mini Markets Chapter 3 – Conclusions and Recommendations Tables Abstract One of the key factors in achieving bottom line performance in any business enterprise is a complete understanding of how controlling costs contribute to the attainment of profitability. Walters and Giles (2000)[1] point out that managers who exercise â€Å"†¦flexibility in timing of decisions†¦Ã¢â‚¬  provide themselves with options in equating the viability of opportunities. The utilization of strategic accounting in decision-making represents a departure from past accounting practices whereby it was used to predict fiscal performance and then report on what was achieved. Today’s accounting theory sees this function as an ongoing active component in business operations. The proper utilization of varied accounting principles permits business owners and managers to utilize past results as a foundation for predicting future performance as well as the performance for the addition of new product lines. Horngren et al (1997)[2] indicate that effective planning along wit h effective control represent critical factors in the achievement of business objectives. They go on to state that through effective planning goals are selected with more care and input and that the achievement of goal objectives calls for the utilization of effective controls. The introduction of a new section in a ‘mini market’ represents an application of the foregoing whereby the employment of ‘strategic accounting for decision making’ is a process by which the business can be evaluated from differing operational perspectives. The foregoing setting shall be utilized to explore and pose solutions and answers to business conditions and questions with respect to varying business decision-making areas within this setting. Chapter 1 – Introduction The Setting An entrepreneur in South Wales postulated that the establishment of a mini market selling a limited variety of varied food items would be able to establish a foothold and survive in a competitive environment that included major supermarkets, Tesco – Safeways, Asda along with other outlets. The main theme for the foundation of this enterprise was based upon offering consumers ‘convenience’ as well as ‘quality service’ in an establishment where they could purchase either a single or multiple items quickly. The foregoing concept proved successful, as this entrepreneur was able to add three more mini markets in the area. And success brings with it the need to innovative, improve operations and seek areas of opportunity to continue growth. In order to be successful when a business goes through expansion an entrepreneur needs to evolve into a professional manager and understand not only how to delegate, but how to lead as well as communicate and plan. And since sales and profitability are the barometers by which business is measured, the importance of being able to forecast revenues and expenditures, identify probabilities, analyze operations, and control costs are key components of strategic accounting. The foregoing principles became apparent as a result of attending a University course for ‘Budgetary Planning and Control. In order to develop a more sophisticated and effective system, the assistance and input of the managers of the stores was not only an necessary component, it was vital in gathering information as well as insight on the individual operations. Simons (1987)[3] emphasizes that a ccounting represents an informational as well as control mechanism that managers must utilize to understand the varied components of their business and mold their accounting systems in terms of information gathering and construction, to fit the needs of the entity. Background Facts and Factors It was noticed that one of the store managers, located in Aberdare, was committed but lacked the expertise to functionally participate in the formal ‘Budgetary Planning and Control’ system that was being implemented. As a result is was agreed that the company would pay for this manager to attend a course conducted at the ‘Glamorgan Business School Weekend MSC Accounting programme’. At a meeting that called together all of the store managers it was explained that hence forth each store would be rated and evaluated on its individual performance rather than the prior group consolidation basis. This entailed each manager producing a yearly budget for their outlet in consultation with their department managers to generate figures for each retail area. The overall line management organizational structure of the four mini markets is as follows: Table 1 – Organizational Structure Managing Director Newport Penarth Cowbridge Aberdare Each manager was directed to compile the following: ‘Profit and Loss Account’ for their individual mini markets for the period ending 31/21/04, a breakdown of staff salaries, employee composition by mini market section, percentage of floor space allocated to sections, asset value of each cost center within their mini markets, and, a Forecast of Profit and Loss for the six month period 01/01/05 through 30/06/05 The foregoing produced an interesting response from one of the department manager of General Groceries at the Aberdare mini market. The analysis of floor space in that section found that there was under-utilized space that could be put to better use. The manager had conducted some research and uncovered that there was no location in Aberdare where one could have photographs developed or enlarged. The idea was broached with the store manager and after gathering of some additional information regarding the cost of film it was included in reports to be presented at a meeting of managers and the owner. These were to consist of the following: A comprehensive comparison of the Aberdare and Penarth mini markets that includes their relative strengths as well as weaknesses. An analysis of the profitability of the profit centres in Aberdare. Because each mini market was henceforth to be operated as individual business entities, options as well as constraints with regard to raising capital to expand operations at the Aberdare location also were to be included. Budgetary planning and control was delegated to the manager of the Penarth mini market. The foregoing was based upon the fact that all managers had attended a seminar on this subject matter. Proposals for new revenue sources. Report on ‘working capital management’ emphasizing debtor control and the lack of a link between it and profit / cash flow. Presentation of the Forecast Balance Sheet and Profit and Loss Account for the Aberdare Super Service mini market in 2005. Chapter 2 – The Mini Markets 2.1 A comprehensive comparison of the Aberdare and Penarth mini markets that includes their relative strengths as well as weaknesses. In developing a basis for comparison of the Aberdare and Penarth the constant that is attributable to both locations is the general layout of the locations and organizational style. As shown by Table 3 the Penarth mini market does not have a sales area devoted to ‘alcoholic drinks and cigarettes’ as well as a separate defined space for the ‘administrative office’. And while the specifications do not provide information on this point, the allocation of 50% of space in the Penarth mini market to ‘stores’ would seem to indicate that this area also is utilized for administrative functions. The other difference in general layout between the two subject locations is the absence of ‘alcoholic drinks and cigarettes’ section at the Penarth mini market. As these products represent traffic builders as well as profitable items, alcoholic drinks at the Penarth mini market they are assigned to the ‘general groceries’ area for alcohol ic drinks and most likely checkout location for cigarettes. This aspect indicates a weakness in the Penarth mini market as the sales of alcoholic drinks and cigarettes contributed 7% to revenue. Table 2 Organization of Aberdare / Penarth Mini Markets The allocation of 50% of floor space to ‘stores’ in the Penarth mini market represents a sizeable amount of area devoted to a non-sales function and would seemingly create a more cluttered layout for the remaining departments. For consumers accustomed to the spacious layout of major supermarkets such as Tesco – Safeways, and Asda the loss of floor space at Penarth as well as definitive section for ‘alcoholic drinks and cigarettes’ could negatively affect sales performance. However, the operating profit as shown by Table 4 for both locations is extremely close, recording 19% for Penarth and 17.4% for Aberdare. Table 3 – Financial Comparisons for the Penarth and Aberdare Mini Markets Penarth Aberdare 2.2 An analysis of the profitability of the profit centres in Aberdare In calculating the profitability of each department at the Aberdare and Penarth mini markets, areas 3 (stores) and 7 (administrative office) need to be removed in order to calculate the relative profitability of the remaining sales areas. The calculations relating to the aforementioned were derived from Table 5 below. Table 4 Organization of Aberdare / Penarth Mini Markets Clearly, the stores (3) and administrative office (7) do not contribute to sales, and thus are cost expense areas. The following Table 6 distributes gross profitability against sales departments. An area that stands out in the analysis of these two locations is that Penarth has 50% of its available space devoted to ‘stores’ a non-sales area. In contrast, Aberdare devotes just 22% of its available space to this department (stores) and another 5% for administrative function thus losing just 27% as opposed to 50%. The percentage of profitability figures for Penarth sales sections double as a result of deducting the 50% allocated to ‘stores’. By comparing the two mini markets in this manner it is apparent that the Penarth mini market has a higher ratio of sales percentage attributable to the departments utilizing the remaining floor space. The largest discrepancy occurs in the frozen food section which is the third most profitable department at Aberdare ( £47, 387.5) as well as ranking third in terms of sales ( £174,375) behind general groceries, which ranks first in terms of sales ( £465,000), and profits ( £136,260), and dairy products which ranked second ( £348,750 and  £124,775 respectively). Table 5 Percent Profitability of Aberdare and Penarth Sales Areas In equating the percentage of sales attributable to each department at the Aberdare mini market, stores (3) along with the administrative office (7) were eliminated as these represent expense (support) functions. In so doing the percentage of sales differs from the percentage of space allocation in reaching this calculation. Table 6 Comparison of Area Percentage and Percentage of Sales – Aberdare Table 7 Overhead Expense and Net Profit Allocations at Aberdare As one of the points that were mentioned in the meeting of all mini market managers, any activity(s) that was producing a loss was to be discontinued. The preceding directive calls into question the ‘stores’ department at the Penarth mini market. At 50% of the available floor space allocation for that section is grossly out of line with the space allocated at Aberdare at 22%. Interestingly, the Penarth mini market does not indicate an allocation for an administrative office while Aberdare has a specific space for this function at 5% of floor space. As the directive indicated any activity that generates a loss is to be eliminated, the 5% allocated for the administrative office at Aberdare needs to be discontinued. The positioning of the stores department as well as the administrative office at the rear of the store means that existing floor space for dairy products as well as a portion of general groceries could be expanded from the 5% that will become available. Since th e subject of adding a film developing department was broached, the utilization of the added 5% in floor space will be covered in a later section. As administrative functions represent desk space for a computer, files, printer, telephone and allied equipment a small segment of space in the stores area will be utilized for this function. The Penarth’s stores allocation needs to be reduced to a percentage that approximates Aberdare’s 22%. This would open up 28% to be devoted to profitable sales such as diary products and general groceries, significantly expanding these sections as well as providing additional space for small increases in the other departments, fresh meats – frozen foods and space for alcoholic drinks and beverages which is completely missing from the Penarth mini market. 2.3 Because each mini market was henceforth to be operated as individual business entities, options as well as constraints with regard to raising capital to expand operations at the Aberdare location also were to be included. Options for raising capital at each mini market are governed by prudent business practice. The calculation of factors such as ‘interest cover and gearing provide guidelines by which to operate in constraining the raising of capital beyond acceptable levels. Interest Cover represents an important financial variable for business entities in that it provides a gauge concerning the interest paid on the businesses borrowings as measured against its operating profit (HM Revenue Customs, 2005)[4]. This figure is arriving at by dividing the operating profits of the mini market by the interest paid during the same fiscal period. The preceding ratio illustrates the relationship of gearing with respect to the profit and loss. Simply stated, ‘gearing’ describes the debt compared with the mini market’s equity capital (Randall, 2003)[5] Table 3 – Financial Comparisons for the Penarth and Aberdare Mini Markets Penarth Aberdare 2.4 Budgetary planning and control was delegated to the manager of the Penarth mini market In fulfilling this aspect of the directives discussed in the manager’s meeting the balance between improving operational performance through decision making precedes budgetary planning as the direction and changes to be employed must first be decided upon and all impacting variables considered. One such example is the allocation of space at the Penarth mini market whereby the stores department occupies 50% of available floor space. The decision making process in this instance revolves around how to reapportion space and to what departments to maximize the return. Another decision-making process entails the introduction of film processing at the Aberdare mini market and the allocation of resources as well as space based upon projections and market research. Decision making entails utilizing a checklist of steps to assist in arriving at the most viable selection based upon a consideration of factors, facts, influences and alternative options. The following are decision-making procedures to aid in determining what courses of action to take: Pareto Analysis This technique helps to select the most effective changes through following the courses of action that will yield the largest benefits. The technique entails listing the changes that could be made and grouping them into changes that are related. The list items are scored by the basis of profit, customer satisfaction or other titles basing the scores on the profit generated or reduction in complaints, to utilize and example of the two possibilities indicated. In this manner attention is paid to those items with the highest scores (Reh, 2004)[6]. Paired Comparison Through this technique the importance of options that are relative to each other is worked out. The methodology aids in setting priorities when resources are subject to conflicting demands. Placing options on a grid permits the varied options to be compared and then numbered ranging from 0, representing no difference, through 3 which represents major difference(s) are assigned. These values are converted to percentages of the total score (Marsh et al, 2003)[7]. Grid Analysis The utilization of a grid analysis is employed when there are a number of good possibilities or alternatives. The list of options is placed into rows and factors are put into columns. The relative importance of factors comprising the decision is worked out and shown as numbers. These are utilized to apply varying weights to preferences through the importance of the factors. If this is not apparent then ‘paired comparison analysis is utilized (Olsen et al, 2002)[8]. Decision Trees This time proven method begins with the decision that needs to be made which is drawn as a square. Lines emanating from this square are drawn to the right for every possible solution with the explanation written on the line. The end of these lines considers the results and if it is not certain a circle at the end is used to designate this with squares used for decisions. The process is continued until as many possible outcomes as can be thought of are considered (Monahan, 2000)[9]. PMI The Plus-Minus-Implications technique weighs the pros as well as cons of a decision. The process entails utilizing a table with the headings ‘Plus-Minus-Implications’ where one writes the positive (plus), negative (minus) and possible outcomes (implications) of taking a particular course of action (Hennen, 2004)[10]. If the decision is not obvious after the preceding then scores are applied in a subjective manner to complete the exercise. Force Field Analysis This looks at all of the forces as well as pressures for as well as against change. The process looks to strengthen those forces that support the decision and weaken the impact of those forces in opposition. The forces representing change are listed in one column, with those against change listed in the other, then a score is assigned from 1, representing weak, to 5, representing strong are used (Lewin, 1951)[11]. Six Thinking Hats Looking at a decision representing all the possible points of view is the basis for this technique. The method forces thinking outside of habitual styles and employs emotional, creative, intuitive, creative as well as negative views so that resistance to change and other factors are considered (de Bono, 1999)[12]. Cost/Benefit Analysis This relatively simple method entails adding up the relative value of a course of action’s benefits and then subtracting the costs that are associated with it. These costs may be one time or ongoing. Time is factored into the equation by looking at the period required for payback or breakeven as well as the costs (risks) involved (Gramlich, 1981)[13]. Budgetary planning represents actions and activities undertaken by a company over a specified period of time whereby the costs and results are contained in forecasts and projections that consider the factors resulting from the decision making process to arrive at the courses of action (Otley, 1978)[14] ). While decision-making is utilized to arrive at the answers or solutions, budgetary planning uses elements that have already been decided upon and worked into a coherent plan. Decision-making represents the phase when possibilities are considered, whereby budgetary planning entails utilizing elements that are parts of the overall plan for the business entity, both new as well as existing. 2.5 Proposals for new revenue sources The manager of the Aberdare mini market was approached by one of the departmental managers who suggested that an unutilized space in the General Groceries section could be used for photograph development, enlargement, etc. The manager presented the following facts to support the recommendation: Equipment utilized in the process of developing and enlargement cost  £18,000 with a useable life cycle of three (3) years. Operation of the service would entail hiring an additional employee at  £15,000 per annum. The cost of photographic paper would total  £0.75, and would represent 36 prints per sheet. The cost of chemicals to develop 36 prints would total  £0.40 It was suggested that a good marketing promotion would consist of giving customers a free album with each roll of film that was developed. The cost of each album was presented as  £0.80. Competitive pricing put the figure for developing 36 prints at  £5.50. In order to retain customers it was recommended that an offer of a free roll of film be provided customers for each roll brought in for developing. Film could be obtained from Fuji at  £0.75 per roll. In conjunction with the foregoing the manager of the Aberdare mini market prepared a demand forecast representing film development for the years 2005 through 2007: Table 8 Demand Forecast for Films Developed 2005-2007 Year 2005 2006 2007 Films Processed 11,000 12,500