UPS Delivers the Goods :: essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  When Jordan Colletta joined UPS in 1975, fresh out of school and newly married, he wasn’t thinking about building a career. He just wanted some security. Now not only is he still a faithful UPS employee, but the former tracking clerk has come a long way—he’s vice president of the shipper’s e-commerce sales team. His advancement in the company was steady, the result of careful planning though UPS’s career-development program. By putting resources into such programs and helping reps set goals and develop skills, businesses can allow employees to grow within their organizations and reduce turnover rates in the process, as UPS has found: Its turnover rate among full time managers in 4 percent.   Ã‚  Ã‚  Ã‚  Ã‚  Developing salespeople starts with a clear mission. At UPS, employees meet annually with managers to identify their strengths and decide what skills they need for a new job within the company. â€Å" We lay the foundation for future development and map out immediate, midterm, and future goals,† Colletta says. â€Å" When I was a tracing clerk, I told my supervisor that my goal was to became a district sales manager. I then became a driver, then a salesperson, and in 1986 I reached my goal.†   Ã‚  Ã‚  Ã‚  Ã‚  Career development entails implementing training programs and Internet career centers that can help companies grow their staffs. Employees take courses in order to acquire the pedigree that will make them candidates for management positions. But learning isn’t just in the classroom. Mentoring programs in which managers coach lower-level employees are also valuable. â€Å"Mentors are especially important,† Colletta says. â€Å"They help you understand the opportunities that are out there. They helped me see what I couldn’t because I couldn’t look that far ahead yet.†   Ã‚  Ã‚  Ã‚  Ã‚  Progress must be routinely monitored. Employee reviews and 360-degree reports are good ways to track improvement. So is a manager’s involvement. â€Å"Have an open door policy to keep the communication lines open,† he says. UPS Delivers the Goods :: essays research papers   Ã‚  Ã‚  Ã‚  Ã‚  When Jordan Colletta joined UPS in 1975, fresh out of school and newly married, he wasn’t thinking about building a career. He just wanted some security. Now not only is he still a faithful UPS employee, but the former tracking clerk has come a long way—he’s vice president of the shipper’s e-commerce sales team. His advancement in the company was steady, the result of careful planning though UPS’s career-development program. By putting resources into such programs and helping reps set goals and develop skills, businesses can allow employees to grow within their organizations and reduce turnover rates in the process, as UPS has found: Its turnover rate among full time managers in 4 percent.   Ã‚  Ã‚  Ã‚  Ã‚  Developing salespeople starts with a clear mission. At UPS, employees meet annually with managers to identify their strengths and decide what skills they need for a new job within the company. â€Å" We lay the foundation for future development and map out immediate, midterm, and future goals,† Colletta says. â€Å" When I was a tracing clerk, I told my supervisor that my goal was to became a district sales manager. I then became a driver, then a salesperson, and in 1986 I reached my goal.†   Ã‚  Ã‚  Ã‚  Ã‚  Career development entails implementing training programs and Internet career centers that can help companies grow their staffs. Employees take courses in order to acquire the pedigree that will make them candidates for management positions. But learning isn’t just in the classroom. Mentoring programs in which managers coach lower-level employees are also valuable. â€Å"Mentors are especially important,† Colletta says. â€Å"They help you understand the opportunities that are out there. They helped me see what I couldn’t because I couldn’t look that far ahead yet.†   Ã‚  Ã‚  Ã‚  Ã‚  Progress must be routinely monitored. Employee reviews and 360-degree reports are good ways to track improvement. So is a manager’s involvement. â€Å"Have an open door policy to keep the communication lines open,† he says.

Harnischfeger Corp Essay

I. Introduction In 1984 Harnischfeger Corporation was a leading producer of construction equipment. During the decade of the 1970s the company experienced tremendous growth. Annual sales grew from $150 million in 1970 to $646 million in 1981. However the company began to experience financial trouble in 1979. This was caused by a variety of factors: the company wasted a large amount of resources on an unsuccessful merger, the government of Iran defaulted on a $20 million order of equipment after the fall of the Shah, and the U.S. economy was in a period of recession with double digit rates of inflation. The company posted an operating loss in 1979 for the first time since 1938. The company’s financial difficulties continued until 1984. At this time management decided that restructuring was necessary if the company wanted to survive. (Harnischfeger, 1985) II. Restructuring Strategy The overriding objective of restructuring the company was to return to sustained profitability. The goals of the plan were four-fold: managerial/personnel changes, production cost reduction, change in overall business focus (e.g. in foreign joint ventures, and high technology areas), and a restructuring of debt (Palepu, 2000). The new executive position of Chief Operating Officer was created. Two new members of the executive team were hired in order to help push the company in a new strategic direction. As a result, engineering, manufacturing, and marketing divisions underwent significant changes in order to cut costs and reorient the company’s product offerings toward more profitable markets. (Palepu, 2000). The company started to focus its business on more overseas markets, where demand for mining and construction equipment remained strong. A relationship was established with Kobe Steel, Ltd., in which Harnischfeger agreed to source all of its construction cranes for sale in the US through the Japanese company. In addition, a contract to sell $60 million worth of mining shovels was entered into with the People’s Republic of China (Harnischfeger, 1985). Lastly, the company restructured its debt into three-year loans that required the company to maintain certain levels of cash, receivables, and net worth (Palepu, 2000). Accounting Strategy The new management at Harnischfeger implemented aggressive changes in accounting policy in an effort to make the company appear more profitable. The major areas in which accounting policy was substantially effected were in: changes in depreciation methods on assets, the use of LIFO liquidation in inventory valuation, the restructuring of the employees’ pension plan, a change in the way some types of sales were recognized, and a change in the fiscal year for foreign subsidiaries. (Palepu, 2000). In addition, management significantly altered the percentage of sales allocated to allowance for bad debt. Analysis shows that management exercised a great deal of flexibility allowed under GAAP in order to raise net income for 1985. Motivation for Accounting Strategy The new management has two long-term goals in mind. First, to increase the company’s presence in high-tech areas such as aerospace and pharmaceuticals and second, to make the company more global. These goals seem to require the company to pursue an aggressive earnings management strategy. In the short term the company needs joint ventures to survive. These joint ventures will provide Harnischfeger access to many new foreign markets and could be a potential source for cheaper labor. Effective earnings management could convince partners like Kobe Steel to be more receptive to investment in Harnischfeger. In addition the company needs cash to be able to participate in joint ventures that may require cross investment to build factories, hire foreign employees etc. Cash is also needed to invest in high tech industries which usually require large capital outlays in research and development. Management had strong motivation to show a profit in 1984. First, the company was preparing for its 100th anniversary celebration, and therefore needed a quick turnaround. As trivial as it sounds, this consideration probably sped up the timetable to recovery via aggressive accounting policy. Second, and more tangible, the restructuring plan included a provision which would award top executives an additional 40% of their base salary if the company achieved its financial goals for the year. Amazingly, management could receive another 40% of salary if the company outperformed those goals! III. Accounting Changes Effect of change in Sales Calculation Effective November 1, 1983, Harnischfeger incorporated products purchased from Kobe Steel, Limited and then re-sold by the company, into its net sales. During previous accounting periods, only the gross margin on these products was recognized as sales. As a result, both aggregate sales and cost of sales increased by $28 million. This accounting change did not have material impact on the overall net operating income as stated in the financial statement, however, it did have an influence on the quality of earnings, which is reflected by profit margin. Profit margin dropped to 1.44% from 1.55%, reflecting a 7.1% change in profit margin, after such a change was in place. The management claimed that this change â€Å"reflected more effectively the nature of the Corporation’s transaction with Kobe,† (Palepu, 2000, p.3-39) and we agree with the management’s view for two major reasons. First, Harnischfeger was operating in a macro business environment in which the company had to significantly reduce cost to survive. Outsourcing, an effective way of transferring production cost to more effective producers, could make the Harnischfeger focus on its core strength in product development capability and high brand power penetration. Second, Harnischfeger did phase out its own manufacture of construction cranes in Michigan and enter into a long-term agreement, under which Kobe would supply construction cranes. Also, effective November 1, 1983, Harnischfeger adjusted some subsidiaries’ ending period to September 30 instead of the previous ending July 31. This had the effect of lengthening the 1984 reporting period for these companies from 12 months, to 14 months, and increased sales by $5.4 million. Assuming these companies had the same profit margin as the parent, the change increased cost of sales by $4.3 million. We agree that the influence on net income is immaterial and that this change reflects more effectively the subsidiary’s business operation. But it does represent a one-time event which should be corrected for during analysis of the company’s potential for future profitability. Effect of Changes in Depreciation Method In 1984, Harnischfeger changed its depreciation policy for financial reporting purposes to a straight-line method from a principally accelerated method. A net income of $11 million was realized for 1984 when the straight-line method was applied retroactively to all assets depreciated under the accelerated method. The management viewed this as an approach to match the company’s standard with that of industry peers. We agree with the management in a way that this approach provides comparable standard. However, the timing of this action is questionable. This approach artificially improved the company’s financial strength in the short run and helped Harnischfeger negotiate its debt restructuring process with bankers. In the long run, however, the straight-line method will reduce profit in the years to come. Also, it was too aggressive to realize this income just in a one-year period, which reflected the incentive for management to achieve profit. In addition, Harnischfeger extended its estimated depreciation lives on certain US plants, machinery and equipment, and increased residual value on certain machinery and equipment. These changes resulted in an increase of $3.2 million in net income in 1984. Again, this reflected incentive for profit realization. The then-current high interest rate environment was supportive for residual value upward-adjustment, however, there were great risks involved. First, interest rate was on a down-trend after it peaked in 1982. Second, the liquidity of Harnischfeger machinery, for heavy-machinery manufacture, was low. Also, extension of depreciation lives would increase the maintenance costs and reduce profit in the years to come. Therefore, we suggest that Harnischfeger’s depreciation policies be closely watched when the economic environment changes Effect of LIFO Inventory Liquidation Harnischfeger reduced its inventory level in 1984, 1983 and 1982, resulting in a liquidation of LIFO inventory. This liquidation process led to gains when inventory, acquired at a lower cost in the earlier years, were sold at a higher price, resulting from higher inflation. Net income in 1984 increased by $2.4 million (in the form of gains), and liquidity was improved on the balance sheet. We view this as a sound business decision when the management can reduce operating cost by decreasing inventory level. Effect of Changes in Allowance for Doubtful Accounts Harnischfeger, for some reasons, adjusted its allowance for doubtful accounts to 6.7% of sales for 1984 from 10% of sales in 1983, resulting in $2.9 million in operating income for 1984. The company might try to increase sales by aggressively extending credit to doubtful customers, risking losing all of relevant sales. This is very skeptical as Harnischfeger gives no explanation. Effect of Changes in R&D Expenses Harnischfeger significantly cut its research and development expenses to $5.1 million in 1984, from $12.1 million in 1983 and $14.1 million in 1982. In 1984, operating profit was pumped up by $9.1 million when Harnischfeger didn’t follow the same level of R&D activities in 1983, reflected in the percentage of R&D as of sales. This is controversial to management’s strategy of focusing on the high technology part of its business and will damage its strength in the future. We conclude, therefore, that the management managed to increase profit by reducing R&D expenses on purpose. Effect of Changes in Pension Plan The company states, in the footnotes of its 1984 financials, that its salaried employee pension plan was well over-funded. The policy of Harnischfeger was to â€Å"fund at a minimum the amount required under the Employee Retirement Income Security Act of 1974.† (Palepu, 2000, p.3-38) This probably meant, in light of recent financial difficulties, that the company intended to fund at the minimum. Over-funding most likely came about as a result of the company reducing its workforce by about 45% in 1983. Harnischfeger terminated its Salaried Employee Retirement Plan in 1984, and created a new plan. This new plan included in increased minimum pension benefit, which probably served to make the pension restructuring more appetizing to employees. Cash resulting from the liquidation of the original plan was divided into two groups: $36.7 million went toward purchasing individual annuities in order to cover the obligations of the original plan, and $39.3 million went into an account called â€Å"Accrued Pension Costs†¦[to be] amortized to income over a ten-year period†¦Ã¢â‚¬  (Palepu, 2000, p.3.42) This pension plan change has three significant effects on the financial statements. First, pension expense was reduced in 1984 by $4 million. Second, net income increased by $3.9 million. Third, and most importantly, the company was able to show a positive cash flow for the year. Without this one-time injection, cash flow would have been ($7.6 million). Bottom Line: Financial Performance, Net of Accounting Changes The purpose of our analysis is to arrive at an estimated net income based only on the company’s core operations. That is, to determine its financial health without the distraction of one-time events and earnings management. The first step is arrive at a revised sales figure. The next step is to construct a table summarizing our estimation of Harnischfeger’s net income, net of the effects of all the accounting policy changes: Note that our analysis has tax-affected the result of changes in the fiscal year of subsidiaries, and the annual amortization amount for pension fund gains. Critique of Accounting Changes Our issue is not with the fact that Harnischfeger management now has an aggressive accounting strategy and is engaged in earnings management. Indeed, it seems perfectly reasonable to bring all subsidiaries under one fiscal year timetable. This will result in administrative efficiency. Also, the change in recognition of costs and revenues of Kobe Steel equipment is logical. Next, the company claims that all changes in depreciation policy are made to conform with other manufacturers in the industry. Further, the pension plan restructuring was authorized by the Pension Benefit Guaranty Corporation, and we have no other sources of information which cast the move in doubt. It seems logical that cutting the number of employees by 50% should cause a similar change in pension plan funding. In short, these accounting changes may be largely justifiable even though they represent aggressive earnings management. We do take issue with the fact that all of these accounting changes occurred in one year. That is, it seems suspicious that financial stability is neatly restored just in time for the 100th anniversary of the company, when executives stand to make an additional 80% of their salaries if goals are surpassed. As further proof of the validity of this concern, we see a contradiction between the decrease in R&D spending, and the company’s new strategy to explore different high technology product lines and services. Further, extension of depreciation lives for plant and equipment seems like a shameless way to increase net income. Finally, a dramatic decrease in the percentage allowance for doubtful accounts is difficult to justify, especially in a period of rising receivables. In conclusion, it seems that the company is taking a huge risk by betting that this one-time boost in income and cash will allow the company to successfully expand internationally and grow in new high tech areas and become profitable once again. IV. Financial Outlook Rather than a full recovery, it seems 1984 performance may be simply an aberration. Management cannot hide the effects of operations inefficiencies and uncooperative markets for long. We are encouraged by the fact that our estimated net $.41 loss per share far outshines the 1983 loss of $3.49. But we expect to see a negative cash flow in 1985, brought on by the absence of the one-time pension plan change. Contributing to this is a high balance in accounts receivable, which rose by 37.5% from 1983 to 1984. And at the onset of a decreasing interest rate environment, we expect the company to be burdened with high interest expense well into the future. Note, too, that the aggregate effect of the changes in depreciation policy will mean higher depreciation costs in future years. This, coupled with higher maintenance costs as equipment ages, will mean significantly higher operating costs. Finally, we expect the company to show a loss for 1985.

Ediment grain size and mineralogy distribution Essay

The study was done in the Mpenjati estuary. It was found more briefly if sediment grain size and mineralogy distribution change across a beach profile changes and how it change. 4 zoneS of a beach profile were sampled. Quartz is the most stable sediment composition in the surface of the earth, compared to heavy minerals and feldspar (Marshak, 2008). INTRODUCTION The aim of the study was to find out how does the sediment grain size and mineralogy distribution change across a beach profile. Mineral is a homogenous, naturally occurring solid inorganic substance with a definable chemical composition (Marshak, 2005). The impacts of the depositional environment, transport and climate on the morphology of minerals oceans are the focus of discussion during the present study of grain morphology (Shaffer,2006). It goes without saying that morphology and texture as well as the intergrowths among ocean minerals are also of utmost importance for the and industrial use of placer minerals (Pipkin, 2007) and by this oceans profiles must not be protected from pollution and disasters. The Mpenjati Estuary has been subjected to extensive sand and stone mining for approximately 40 years and the mining operations affected sediment patterns (matthias et al,2012). Although geologists tend to classify estuaries according to their geomorphology, physiography, sedimentation or tidal patterns but an estuary is an enclosed coastal body of water which is periodically or permanently open to the sea (Whitfield, 2010). The study was done by the University Of KwaZulu-Natal students of BIOL 231 (Marine environments) together with their demonstrators and Lecturer. The study was done in the Mpenjati estuary on the third of August 2013 which is the winter season while the estuary was closed at the mouth. The Mpenjati estuary is an open/ closed estuary located at 30 Í ¦ 58’15† and approximately 165km southwest of Durban Kwazulu-Natal south coast FIGURE 1: Locality map showing Mpenjati estuary (Whitfied, 2003) FIGURE 2: beach profile showing different zones (Schwarts, 2008) MATERIALS AND METHODS Sampling was done when mouth of the estuary was closed. Four different zones of the beach profile were sampled which is Swash zone 1 which was closer to the sea followed by swash zone 2, and back beach 1 which is closer to the estuary followed by back beach 2. In each zone 2 clear plastic bags were filled with half way with sand using our own hands and were sealed with sell tape for later processing at the Lab. The plastic bags which had sand were named according to their zones collected from. The collected sediments were then taken to the soil laboratory at the Geological science Department (UKZN) for drying for 3 days. In the laboratory the sieve trays ware weighed using balanced scales after weighing. Sand which came out from drying was crushed and grinded and stirred on to the bowls using a thick pin as if cooking. Sieve trays were stacked together and then placed in a sieve machine where the dry grinded sand was stirred more on the machine for 2 minutes. After the 2 minutes the sand or sediments were poured on to the sieve trays which have different sizes of open holes measured in  µM, the top sieve tray had the biggest porosity and the bottom one had the smallest and was consisting of finest sand. When sieving was done the sieve trays were weighed again in order to obtain the mass of the sediment grains collected on the estuary. From the masses of the dishes the value of Phi (Ø) was calculated:Phi (Ø) = -log2 (d) d = Mass of a sieve /1000 The calculated phi was then used as a dependent variable in plotting graphs for distribution and the cumulative frequency that are displayed in the results. Phi ranged from -1 – 3.47 then the base.This was done for each zone I the four zones which were sampled. A small portion of sediments was collected In each zone of sampling was then placed into a petri dish and was examined by a light microscope for analyzing different types of minerals which were in each set of sediment zone by looking at their grain size, texture, and the mineral composition of the sand. This was done for each zone. The field observations are also confirmed by the graphs that in figure 4 the mass content, sediment mean size goes from high to low from swash zone 1 to back beach 1 showing that as one goes closer to the sea the sediment grain size of the sand and mass increases. Table 1 tells us that the back beach has more quarts e.g The back beach has the highest quarts. DISCUSSION It has been found out from figure 2 that the beach profile is divided into different zones, 4 zones were sampled at the mpenjati estuary namely swash zone 1, swash zone 2, back beach 1 and back beach 2. It was also found in figure 3, figure 4 and table 1 that the 4 zones have different mineralogical distributions and grain size. It was found that the soil colour and texture of the sand changed from zone to zone. The sand was damp with and had shells, little fragments, oysters afflicted by waves and washed to the sand by wave deposit. The ripples indicated wind direction and the wavelength of ripple was 6.5 cm. The deeper side of the ripples is gentle and shorter on the side of the ripples; this is due to north east blow of the wind (Marshak, 2005)) The swash zone is a zone of constant deposition from the beach characterised by moderately to poorly sorted sediments as sediments of first deposition are sub angular with a grain shape of low sphericity compared to other zones in the beac h (table 1). The long shore drift which passes across the beach water body creating wave action energy is insufficient to carry these types of sediments (Shaffer, 2006). The reason why small sediments in size are mostly found at the back beach (figure 3 and 4) is because the wave action slows down its energy in the swash zone so only small sediments in size can be carried towards the back beach leading to well sorted sediments with mature texture as high transportation of  sediments leads to re-deposition and re-transportation (Pipkin, 2007)). Closer to the sea were larger stones and burrows (figure 4) swash zone 1 had the highest mass content followed by swash zone 2 and the reason for this is because closer to the sea there is more wind action (Shaffer, 2006). Crabs adapted to the environment with burrows. Quartz is the most stable sediment composition in the surface of the earth, compared to heavy minerals and feldspar (Marshak, 2008). Quartz and feldspar are dominant in all beach zones (Table 1) this is because they are primary rock minerals, they are found in parent rock e.g. granite which contains these two minerals (Schwarts, 2005). Since so il is the deposited by the chemical weathering of rocks, the minerals also are as a result that deposition. Feldspar makes about 60% of the earth’s crust (Marshak, 2005). Mineral sands contain suites of minerals with high specific gravity known as ‘heavy minerals’. They were found mostly on the back beach 2 (Table 1) and the swash zone 2 because the wind current was not strong enough to transport them away. Those that are found on the back beach 2 are probably deposited by the river inflow and that on swash zone 2 is deposited by the ocean current and cannot be transported further because they are resistant to wave action (Pipkin, 2001). The swash zone was found to have more shells (Table 1) and some broken up and there were smooth, dishaped stones (cables) because of wave action on tide and also pedals. Lithic fragments were found mostly the back beach (Table 1) and only one on swash zone 1 because they are light and easily transported by wave and wind action. In conclusion as the profile is divided into zones it was found that mineralogical distribution and grain size change across the zones of a beach profile. As one go closer to the sea the gran size becomes larger and there was found to be more mineralogical diversity to zones closer to th e sea compare to zones closer to the estuary. Heavy minerals were found in zones closer to the sea and light minerals were found to zones far from the sea, this is all due to processes like wind and wave action. REFERENCES Marshak S.S., (2005). Earth: Portrait of the planet 2nd eds. W.W. Norton & Company, Incl., New York, London Marshak S.S, (2008). Earth: Portrait of the planet 3rd eds. W.W. Norton & Company, Incl., New York, London Matthias (2012) et al, KOTLIK School, AK 9960. P.O BOX 20129, 8 JUNE 2012, The Nushagak Estuary: Its Salmon resource, Potential Threat and proposed management plan. Pipkin B.W., et.al, 2001. Labaratory exercise in Oceanography, 3rd edition. USA Ron Uken 2011, UKZN WESTVILLE CAMPUS BIOL 231 PRACTICAL MANUAL (GEOLOGICAL COMPONENT) Schwartz M.L., 2005. Encyclopedia of coastal Sciences. Published by springer 16 June 2005 Shaffer,R., (2006). The Time of Sands: Quartz-rich Sand Deposits as a renewable Resource. Electronic Green Journal, 1(24):1-35 Whitfield A.K, J.L.B Smith institute of Ichyology, Private Bag 1015 Grahamstown, 6140, South Africa published online: 08 November 2010, 18: 1-2, 89-103, DOL Whitfield A.K Maps and Locations of South African Estuaries Index, Generated by resource quality service 2003-08-08, 14:25:28, S.A INDEX for aquatic Biodiversity.

Tri-State Comparision essays

Tri-State Comparision essays Tri-State Comparision The State of Missouri is very comparable to the majority of the United States based on several identical variables. In order to shorten the length of this study, three states, including Missouri, have been chosen to compare variables. The three states are Illinois, Iowa, and Missouri. The first two states were chosen because of location to demonstrate the comparability of Missouri with bordering states. All three states have state debt and the following numbers are per capita. The state with the highest debt is Illinois with a debt of 1702 putting the state at number 18 on the ranking list of the United States. The lowest debt goes to Iowa with a debt of only 651, ranking number 33. Missouri is in the middle of both states, but closer to Illinois, with a debt of 1245 per capita, leaving Missouri to place number 26 in the United States regarding state debt. The population of Missouri is 74.3 people per square mile. This ranks number 27 in the United States. Iowa is the least populated of the three states with 49.7 people per square mile, ranking number 33 in the United States. Illinois has the largest amount of people per square mile with a total of 205.6 people per square mile and ranking number 11 in the United States. Missouri falls gracefully between both of these numbers. After looking at the states population, we should consider family income. All incomes that are presented are based on the median. Not surprising, the top family income will go to Illinois with an income of $38,664.00, ranking 12 in the United States. The middle will go to Missouri with an annual income of $31,838.00, placing Missouri number 32 in the United States. And last and surprisingly, Iowa. Iowa has a whopping $31,659.00 of family income leaving Iowa right behind Missouri in ranks. Illinois was the highest of the three states in family income so it is no surprise that they are the highest in income tax paid ...

Georgia Dentist Pleads Guilty to Two Murders

Georgia Dentist Pleads Guilty to Two Murders Four days into jury selection for his trial for the murder of his wife, Georgia dentist Barton Corbin suddenly decided to plead guilty to the murder of his wife Jennifer Corbin in 2004 and the murder of his former girlfriend Dorothy Dolly Hearn in 1990. He was sentenced to two life sentences, to be served concurrently. Jennifer Corbin was found in her home dead from a single gunshot wound to the head. A handgun was found close to her body. In 1990, Dr. Corbins dental school girlfriend as found dead from a single gunshot wound and a handgun in her lap. Hearns 1990 death was ruled a suicide, but after the death of Jennifer Corbin under similar circumstances, the case was reopened and Corbin was indicted for her murder two weeks later. Prosecutors said Corbin decided to change his plea to guilty after investigators were able to link the gun used to kill Jennifer Corbin to a close friend of his. Richard Wilson told investigators that he gave the gun to Corbin a few days before Jennifers death. The placement of the weapon in Barton Corbins hands was the proverbial straw that broke the camels back, Corbins attorney Bruce Harvey told reporters. Under his sentence, Corbin, 42, will be eligible for parole. See Also: Ga. Dentist Pleads Guilty to 2 MurdersBackground: The Barton Corbin Case

Reading Assignment #2 Example | Topics and Well Written Essays - 250 words

Reading #2 - Assignment Example Brian limited practiced that employees are allowed to choose their own working style with out any specific system to follow. Employees were allowed to eat and drink wherever they want in the working area and there is no formal dress code for them. The pay was in direct proportion with the hours of work they performed. However Brian Limited was facing code of conduct problems from some time and the proprietor resolved to hire a new Ethics Officer for the company named Jeanne Wood. Jeanne understood the need of a community approach for the company and devised some policies: Jeanne’s policies were very effective and proved to be useful in increasing the behavior related issues. It also helped in decreasing the employee turnover rate as compared to previous years. However Jeanne thinks that the female employees are still not getting proper privileges and there should be a system that recognizes their needs and give them appropriate salary packages and opportunity of

Global Economy Essay Example | Topics and Well Written Essays - 1000 words

Global Economy - Essay Example support by the International Monetary is a debt relief to developing nations that result to an increased flow of direct financial investments and technology by the private sectors. Globalization is viewed as key force that would promote worldwide economic development while unrestricted regime trade serves to increase the inequality between developing and developed nations. When there is globalized trade, the developing countries are able to acquire skilled labor and modern technology that will aid in economic growth by dealing with problems such as unskilled labor and poverty. Integral of International Monetary and trade regimes in supporting a globalized capitalist economy ensured that consumption and production were not confined within national borders any longer. It also private sectors to increase production since good and services had gained local and foreign market. Globalization of capitalist economy made the developed countries experience so-called ’Golden Age of Capit alism’ between 1953- 1973 as per capital income growth rate in Europe rose from 1.3% to 4.1% while that of U.S rose from 1.8% to 2.5%. They had a spectacular economic growth performance (Jaffe 367). Exchange rate regimes are the main regime managed by the international monetary and world trade organization. The International Monetary Fund has classified exchange rate regimes on the bases of the degree of flexibility of the arrangement or a formal or informal commitment to a given path of exchange rate into eight categories. Exchange Arrangement with No Separate Legal Tender, currency board arrangements, Conventional Fixed Pegs Arrangements, Pegged Exchange Rates within Horizontal Bands, Crawling Pegs, Exchange Rate within Crawling Bands, Managed Floating with No Predetermined Path for the Exchange and Independent Floating. This foreign exchange regime emphasizes the implications on the exchange rate regimes to the independence of monetary policy. However, monetary policy does not