Children and Screen Time

Randi Getzelman English 151 03/24/2013 Every parent wants nothing more then their child to succeed. They want their child to develop and learn with out struggle. In this day in age we have access to so many devices that can help contribute to a child’s success. Many will argue that a device such as a I-pad or mobile device will hinder ones learning. I feel the exact opposite will occur, and the child will gain knowledge. Children develop and learn so much at a very young age.They absorb everything they see and hear. They best learn through touch, sight, and sound. Using a device such as a touch I-pad, or I-phone a child can interact on their level. There are so many Apps available for children of all ages. They will help a child develop at their capability and speed, while learning. I feel they will absorb more knowledge with a educational hands on device rather then TV. Children have to interact and use their brains in order for the App to work.Placing a child in front of a T V to just sit and learn, they do not get the same hands on experience. There will be those arguing that placing a phone or tablet in a child’s arms will cause harm. I do not see that being true, in this day in age we use App’s for everything. Rather at the grocery store, banking, or even schools, most teach with touch devices. I feel that helping your child learn with a hands free device, will only help them in the future.

Tim Duncan

Teachers, principles, administrators, superintendents, and any other school dignitary's goal are for the students to do their best at everything that they can do. How can they do that when they are denied access to a learning technique that is not cheating, not wrong or inappropriate? Listening to music while they work. â€Å"Music makes doing task easier for some people. † – Leonard Audacious and Stuart J. McKenzie. I am a Junior at Crestview High School and I have been here for 2 years. Ethos) I have had some teachers that let students listen to music while they work and some that eave not. I have always in my opinion found that the teachers that do relate to the students more, which in turn captures the students focus, attention, and effort. All of these lead students to learn more efficiently. Learning more efficiently is one huge goal that an every educator has. (Logos) Generically students also like to think that they are independent, most of the time, if they rea lly want to listen to music, then they are most likely going to anyway.This causes kids that are trying to work harder ND learn more to get into trouble, because of a silly and stupid rule. Ask yourself, how do you feel when you listen to your favorite song? (Rhetorical Question) Now imagine if you combined that feeling with schoolwork. A lot more students would actually want to be at school, and if they want to be there, then they are going to want to give everything they have Into working. (Repetition) I'm not saying that everyone will do that but because one person doesn't focus, should that effect the futures of other students.It would be surprising to find out that under a rude, lacking, and disrespectful student could be a Straight A student If you left them alone with their work and their headphones. Kids should be allowed to do their work anyway that's best for them to learn, which Includes allowing kids to listen to music. Tim Duncan By timidity want to give everything they have into working. (Repetition) I'm not saying that slacking, and disrespectful student could be a Straight A student if you left them anyway that's best for them to learn, which includes allowing kids to listen to music.

Bdo Benchmarking Assignment Essay

When considered in general terms Turnbull described it as: â€Å"All influences affecting the institution processes, including those for appointing the controllers and/or regulators involved in organising the production and sale of good and services†¦.. it includes all types of firms whether or not they are incorporated under civil law. † (Turnbull, 2002:181) Factoring in all other definitions, in its simplest terms it can be defined as the â€Å"exercise of power over corporate entities† (Clarke, 2004). It is not the same as the management and the running of the company, it is concerned with how the Board of Directors, who are the governing body of a company, supervise management, because it is they who are responsible for holding the management of a company accountable and ensuring the company is being ran in a way which is favourable towards the shareholders and other stakeholders. It is the Directors’ responsibility to develop strategy and policies for the ompany and to determine the direction the management should take the business in and the Directors have overall responsibility for the performance of the company (Tricker, 2012). While the phrase ‘corporate governance’ wasn’t coined until the 1960’s and not commonly used until the 1980’s, it has really been in a gradual process of evolution since the 16th century and joint venture trading. One of the major developments in world economies which brought the need for corporate governance to the fore was the introduction of limited liability companies in the 19th century. What this meant was when companies were incorporated they became a separate legal entity, separate from their shareholders and with similar legal rights to buy, sell and transfer shares and assets, to employ people and to sue and be sued in the name of the company. This meant the liability for any company debts lay with the shareholders and not the management or the company. Add to this the fact that because of the introduction of the stock market, shares could be easily bought and sold, meaning the shareholders could be vast in numbers and have a large geographical spread. Due to the fact that all corporate entitites need to governed, the implications of this were that the management (executive control) and the shareholders (owners) were often separated (Tricker, 2012). Situations such as these, are where corporate governance is deemed to be most necessary because there is a root assumption, that members of management who do not own the company are likely to be more reckless with someone else’s money, i. e. the company’s, than they would be with their own money (Having Their Cake, 2013). This is known as the agency dilemma, which will be expanded upon later. Electing a Board of Directors who have the interest of the shareholders at the forefront of their mind, allows members to indirectly oversee the actions undertaken by the management, in order to ensure that as agents of the shareholders, the management is performing in line with the best interests of the corporation (Lashgari, 2004). 1. 2. Selection of a Case Company However, as Turnbull pointed out in ‘Corporate Governance: Its scope, concerns and theories’ (2002), having a restriction of only publicly traded corporations in studies of corporate governance, limits the validity of any onclusions drawn about the most efficient arrangements for corporate institutions with regards to good governance practices and the effect they have on a company’s performance. As Jensen said in 1993: â€Å"Privately held entities could provide the most form of enterprise. † (Jensen, 1993, cited in Turnbull, 2002). It was with this in mind that I chose BDO LLP UK (BDO), which is an incorporated partnership company in the UK, which is owned and ran by its members/partners. It is a company which offers financial accounting, audit, tax and business consultancy services (BDO LLP UK website, 2013). . 3. About the UK Financial Accounting and Audit Sector With the ever increasing focus on corporate governance for companies across the World, not just in the UK, audit firms such as BDO, KPMG and Deloitte are becoming more important because it is there job to ensure that companies are adhering to regulations laid out in the UK Corporate Governance Code (2010, revised in 2012). It should naturally follow that audit companies will have extremely good corporate governance practices put in place, however, this is not necessarily the case. Since 2000 there have been a number of high profile scandals within the International Corporate Financial Accounting industry, for example, Enron were found to be inflating revenues and hiding debts and there was also the Bernard Madoff â€Å"Ponzi Scheme†, where the real scandal was that the robbing of millions of pounds worth of people’s money, escaped the attention of auditors and regulators. ). Due to such scandals, many national regulators implemented new corporate governance requirements to improve standards (Mitchell Van der Zahn, 2009). In the UK new regulations with regards specifically to audit companies were also introduced, targeted directly at a certain group of companies. As of January 2010, 95% of the auditing work in the UK was being carried out by 8 firms, BDO being one of them. It was deemed that such companies had built upon their reputation to gain dominance in the UK market and the Financial Reporting Council (FRC) felt it was in the Public’s interest for these companies to be transparent and in order to maintain public trust be exemplars of best corporate governance practice. This led to the introduction of the Audit Firm Governance Code (2010) by the Institute of Chartered Accountants in England and Wales (ICAEW), which drew from aspects of the 2010 UK Code and established principles such as the appointment of independent non-executives within the governance structure of their company. While such rules did not apply outside of the targeted companies, it was the hope of the ICAEW that it would provide a benchmark of good governance for other companies to follow (ICAEW website, 2013). With such a bold statement being made about the importance of corporate governance in this field of work, it seemed to me to be an obvious choice to choose one of the 8 companies on the ICAEW’s list for my case-study. 1. 4. About BDO LLP UK As detailed earlier BDO LLP UK is an incorporated partnership company in the UK, which is owned and ran by its members/partners and it provides financial accounting, audit, tax and business consultancy services. It is the 6th largest accountancy firm in the UK and is a member of the BDO International Network, which itself is the 5th largest accounting organisation in the World. In an attempt to break into the top 4 big firms in the UK, BDO LLP UK completed a merger with PKF, a rival firm, in April 2013 (Keynote, 2013). After researching BDO LLP UK, it became very clear that corporate governance was of the upmost importance to the company. Not only did it have specific areas on its website dedicated to corporate governance and corporate social responsibility but it also had a number of relevant publications regarding corporate governance. One article for example, ‘Making Internal Audit Relevant’, discussed the high quality of corporate governance in the UK found by studies carried out by the FRC, it went on to say that this was underpinned by the UK Corporate Governance Code and that it was vital in maintaining the attractiveness of the UK market, to encourage new investment (BDO LLP UK website, 2013). My research also found that BDO had carried out a joint study with the Quoted Companies Alliance, which considered the introduction of a mandatory corporate governance code for small and mid-capital audit companies in the UK. Just as a point of fact, this was a proposition that 92% of such companies agreed with. One of the major indications that BDO think corporate governance is vital to the success of a company is that they produce an annual transparency report, which has an appendix of a statement of compliance with the Audit Firm Governance Code (2010). They have also went to great lengths to create a summary report in 2012 for businesses which they audit, detailing any changes to corporate governance regulations and focusing on leadership and effectiveness, reporting, risk, audit, remuneration and investor relations (Corporate Governance for TMT Businesses, 2012). It seems to be an interesting idea to look at a company who places so much emphasis on good corporate governance, not only for itself but also the companies it works for, to see if they do comply completely with the codes and if they are in fact â€Å"exemplars† of good practice. . Theories of Corporate Governance There are various theories and philosophies with regards to corporate governance, all of which, as a collective, have laid a foundation for the development of different corporate governance systems around the world (Lashgari, 2004). This paper will look at a number of these theories and how they relate to BDO, in order to gain a better understanding of th e governance standards at BDO. 2. 1. Agency Theory In the 1930’s, Berle and Means published ‘The Modern Corporation and Private Property’, it provided the first debate about the agency dilemma and set a basis for agency theory. They suggested that where ownership is separated from management or is widely dispersed, it becomes difficult for owners to have an effective check on the autonomy of corporate managers. The agency dilemma was further refined in the 1970’s, when theories were brought to the fore suggesting agents (managers) are likely to be self-interested and will serve their own interest before those of the principle (owners). Such theories also suggested that in order to counter this problem companies have to incur agency costs, for example, to create incentives to align the interest of the agent with the company and the cost of monitoring the conduct of agents. Many other theorists have a problem with agency theory because it does not even attempt to explore the possibility managers are not self-interested and opportunistic. However, they cannot deny that it has een very influential in developing market-based governance mechanisms and board-based governance mechanisms. Due to BDO being an incorporated partnership and their shares not being publicly traded, we will only look at the board-based mechanisms (Having Their Cake, 2013). Agency theory has caused internal reform of boards, there has been an increase in executive share options schemes, meaning that managers are being offered equity in the company they will manage, in order to â€Å"align their interest† (Having Their Cake, 2013). Agency theory has also led to the introduction of independent non-executive directors onto Boards of Directors, in order to ensure the actions of the management are being sufficiently monitored by the board themselves and role of boards have been greatly elaborated, they are becoming more involved with the setting of objectives of companies and monitoring of any actions taken by management and stricter provisions have been put in place to ensure the separation of the roles of chairmen and chief executive (Cadbury Committee, 1999). When applying agency theory to BDO, it is easy to see that there is a situation of agency and principle, with the fact that there are 193 partners in the firm and only 5 partners who are part of the Leadership Team (LT- management) which is responsible for the overall management of the company and is chaired by the Managing Partner. It is also noticeable from their 2012 ‘Transparency Report’ that all members of the LT have been partners in the company for a number of years, with currently the shortest term being 12 years. This could be considered good governance by BDO because in an effort to avoid the agency dilemma, they ensure their management team is made up of partners, whose interest is already aligned with the interests of the business. The transparency report also states that BDO have a Partner Council (equivalent to a Board of Directors) which is independent from the LT and responsible for the overall governance, in particular the oversight and accountability of the LT. They are also responsible for choosing members of the LT and for electing independent non-executive directors, for which there are 2 at BDO. These independent non-executive directors sit on the LT and report to the partner council of any issues of compliance with governance, policies and procedures, for which they are responsible for providing information on to the LT. The Partner Council is chaired by the Senior Partner who performs a client facing role and is responsible for managing all decisions. He also attends LT meetings in a non-executive capacity to facilitate his oversight role of the governance of the company (Transparency Report, 2012). As we can see the management team is subject to a lot of oversight and monitoring by the Partner Council and the roles of the Senior Partner and Managing Partner are completely separate, this is all a way of ensuring the company has a high standard of governance and to also ensure the management is acting in the best interest of the all the owners. BDO goes to a big effort in organising their governance structure in order to avoid the problems arising from the agency dilemma. 2. 2. Resource Dependence Theory This theory originated from studies performed by Pfeffer and Salancik (1978), they suggest that board members and non-executive directors can provide a firm with a vital set of resources. Non-executive directors are appointed with the expectation that they will support the organisation with its problems and to be a source of expertise which executives can draw upon for skills and advice and they can also be a source of contacts and information which they have gained through their past experience (Having Their Cake, 2013). At different stages in the life-cycle of companies, they have very different needs from their non-executive directors. To young entrepreneurial companies, non-executive directors can be a cheap source of legal, financial or operation management skills, while publicly listed companies are in need of network connections such directors can provide, for example, sources of finance. They can also provide the benefit of attaching a good reputation to their company. Mature businesses, with which we are most concerned because BDO falls into that category, can use non-executive directors for their relevant market or managerial experience and from the consumer confidence which can be gained from that person’s good reputation being affiliated to their company (Having Their Cake, 2013). Applying this theory to the independent non-executive directors of BDO, we can clearly see from the Transparency Report (2012) that both have experience of past non-executive director roles and both bring their own experience in a relevant field, Lesley MacDonagh with a high level of experience of law and business management which she gained from being a Managing Partner at Law firm Lovells and Lord David Currie having experience of business management from eing a Dean of Cass Business School and a past Chairman of OFCOM and he also has sound knowledge of the legal system from being a member of the House of Lords. This places them perfectly for their positions of overseeing the governance of and business management of BDO. 2. 3. Stewardship Theory This theory, which originated from the works of Donaldson (1990), suggests that directors can have motives which are ‘pro-organizational’ and counters the assumption by agency theorists that management aims are based in self-in terest and are not aligned with those of the shareholders. Donaldson even goes as far as to suggest that negative investor assumptions of the management will have the opposite effect to what was intended and can actually weaken the leadership of a company by weakening the management’s authority when splitting the decision making power between the board and the management. Donaldson also put forward the theory that inside managers and directors have possibly spent their lives working for the company they govern and because of this not only have a strong understanding of how the company is ran, therefore are able to make superior decisions, but also they will have naturally built a strong affiliation and personal investment in the success of the company. He also points out that decisions made by a board of outsiders could be of a lower quality because they would not be in a position to fully understand the company because they would not have access to the same informal knowledge sources and would lack any information which could inform them of the contextual nature of any business situations. All this in turn could lead to low firm performance (Nicholson and Kiel, 2007). As was stated earlier, BDO has a LT which is made up of partners who have been working for the company in a particular field and have been a partner for a number of years. The field they are responsible for as part of the LT is relevant to the field they have been previously working in, for example the Head of Audit and Tax, Paul Eagland has been a Tax Partner for 17 years. This ensures that any decisions that are being made are informed with the necessary knowledge to make the correct decision for the company. Also, as has been stated previously working for the company has long has built a strong affiliation to the company and its success. With regards to the non-executive director element of the board, it is made up of both independent members who come from outside the company (such as mentioned previously) and Directors such as the Senior Partner who has been with the company for a number of years, this allows for any gaps in the knowledge of the directors to be covered because there is an overlap between the meetings of the LT and the Partner Council when the Senior Partner sits in on LT meetings as an affiliated non-executive director. This ensures that the company is practicing good governance and that the board cannot be misled by the management as to how the company is being ran and if the interests of the other Partners are being looked after (Transparency Report, 2012). 2. 4. Stakeholder Theory Freeman (1980’s) put forward a whole new idea in terms of corporate governance theories, he argued that it should not simply be just the shareholders’ or partners’ interests which should be considered when making business decisions, he suggested that companies should be ran with the interests of all stakeholders in mind. Other stakeholders include employees, who have invested their time and skills in the company and have an invested interest in the company’s success, in order for them to ensure job security. This, Freeman classes as a direct interest in the success of the company, other direct stakeholders include customers and suppliers. What Freeman classed as having an indirect interest in the performance of the company includes the community as a whole and the environment (Having Their Cake, 2013). There is a major problem with this theory, which is that it is hard to operationalize because it is difficult to decide the weight that should be given to different stakeholders but accepting this difficulty, some theorists have suggested that while ultimately they are accountable to the shareholders, they must take into account the interests of other stakeholders when making decisions. This demand for ‘stakeholder value’ is legitimised through a number of examples, take globalisation; the spread of business and corporations across the world has led to environmental damage, an increase in corporate corruption and excessive executive pay has been, for example with RBS, to come hand-in-hand with company downsizing which has a direct impact on employees. In the name of good corporate governance, the increase in the value of stakeholder interests has led to an increase in business ethic codes and heightened corporate practice visibility and corporate reports of social responsibility and environmental matters (Having Their Cake, 2013). According to BDO’s website and their Transparency Report (2012), the company takes the interests of various stakeholders into account when making decisions about how the business is run, in a number of different ways, through policies and procedures: * Ethical Requirements The company has a Professional Services Manual and an Audit Manual, which contain rules relating to ethical conduct of employees, management and Partners. It is easily accessible on the company intranet and is supplemented with training and is designed to comply with International and UK Ethics Standards. The Partners and staff sign annual declarations as to their compliance to the code and the company has an Ethics Partner who is tasked with providing guidance as to correct ethics and also with maintaining compliance. * Client Relationships BDO has 5 core values which all partners and staff are committed to, they are; honesty and integrity, taking personal responsibility, mutual support and strong and personal client relationships. To aid in these values and to help deliver a quality service to clients, the company has robust client and engagement procedures. They carry out risk assessments on every potential client, before signing a contract and this helps to ensure that not only is the company secure but also that they provide the client with the sufficient standard and amount of staff they are in need of. The HR department also has clear policies and procedures when it comes to recruitment in training, to ensure the company has a sufficient number of staff who are competent and meet the required ethical standards, all in the name of providing a quality service to clients. * Employee Relationships BDO have an inclusive culture when it comes to recruitment and training and development, it provides every staff member with the same opportunities to progress regardless of differences. They have strong policies and procedures regarding regular reviews, which are performed bi-annually. They also seek to adopt the most relevant recruitment selection tools, in order to ensure the fit and quality of those joining the company. They also provide employees with ‘learning maps’ and ‘career and performance wheels’, which helps with career development and ensures promotions only occur when the staff member is ready. This all aids in the success of the company. * Corporate Social Responsibility BDO actively support and develop the local community, they have an established network of over 20 champions in the UK, tasked with â€Å"stimulating local ideas and initiatives† to help developing the community. They have a Community Volunteering Policy, allowing employees to take 6 days a year to volunteer, and they are not restricted to volunteer at certain organisations. It can be whatever is important to them. BDO ensure the negative impact their business has on the environment is minimised and have an Environmental Policy which can be accessed at the follow address: http://www. bdo. uk. com/about-us/corporate-social-responsibility/environment. Considering this, it could be said that with regards to ‘stakeholder value’ BDO practices good corporate governance. . BDO Governance in Practice 3. 1. Transparency Report Due to the EU’s 8th Directive on transparency reporting being adopted, in April 2008 the Professional Oversight Board published the Statutory Auditors (Transparency) Instrument (2008), requiring auditors of companies with a public interest to publish annual transparency reports. It also detailed requirements that such reports must meet, including systems of q uality control, independence practices and procedures and information about the company, i. e. he structure and the management. The BDO Transparency Report (2012) is available at: http://static. bdo. uk. com/assets/documents/2012/09/Transparency_Report_for_the_52_weeks_ended_29_June_2012. pdf . Transparency reports are used to demonstrate the quality of audit processes and practices of a company and are also used to encourage a high level of confidence and trust from stakeholders and the business community. BDO also provided a statement of compliance with the Audit Firm Governance Code (2010), which can be seen in Appendix A. The transparency includes details of the Governance Structure of the UK Firm, including the management and implementation of independent non-executive directors, the values of the company, the Internal Quality Control System, the Risk Management Control System and details the policies and procedures regarding independence, whistleblowing, professional development and partner remuneration. 3. 2. Statement of Compliance with the Audit Firm Governance Code One of the most important aspects of the Transparency Report is the Statement of Compliance with the Audit Firm Governance Code. Some of the key aspects of which include compliance with: * the owner accountability principle- the Partnership Council reviews decisions made by the Leadership Team, the management * the management principle- strategic and operational leadership is provided by the LT * the professionalism principle- the whole firm is committed to quality work and professional judgement and values. The firm’s management and the Head of Risk and Quality reinforce the appropriate ‘tone at the top’, instilling professional and ethical values in the firm. BDO employees are expected to comply with an internal code of conduct * the Involvement of independent non-executives principle- BDO appointed Independent Non-Executives in July 2008, comply with the same independence requirements as our partners and employees and they have sufficient experience and expertise to command the respect of the partners * the Compliance Principle- BDO have policies and procedures to ensure they comply with professional standards and applicable legal and regulatory requirements * the whistleblowing policy- all actions arising out of incidents of whistleblowing, are reported to the Head of Risk and Quality who will make an annual report the Internal Reporting Principle- LT, Partnership Council, Audit Committee and Risk Committee are supplied with information in a timely manner and in a form and of a quality which enables them to discharge their duties * the Financial Statements Principle- BDO publish annual audited financial statements in accordance with UK GAAP While BDO provide a very clear statement about how compliant they are with regards to the Audit Firm Governance Code, we must look at the FRC’s ‘BDO LLP- Audit Quality Inspection, 2013’ which considered the corporate governance compliance of BDO in order to get a true understanding of their standard of corporate governance compliance. 3. 3. FRC Annual Review of BDO The FRC found that in most areas there were appropriate policies and procedures in place for its size and client base and they found that all the statements that were made in the Transparency Report were consistent with their understanding of BDO’s policies and procedures of the firm. However, when the FRC reviewed the audits BDO carried out themselves on other companies, they found that a number of governance codes were not being adhered to: * Firstly, they were not always providing a high standard of quality auditing, failing to challenge explanations and inputs from managers, they did not always report the disclosure deficiencies which were identified to the Audit Committee and there was a lack of adequate communication with the Audit Committee with regards to inaccurate information, which led to safeguards that had been put in place not being properly assessed. Secondly, the FRC found that the audits were not always being reviewed thoroughly enough and audit quality issues and omissions in reports were not being identified. * Thirdly, BDO were found to not have complied fully with ethical standards in a number of different ways; * The business plan inferred that fees should be set lower if non-audit fees are likely to be earned, this goes against their own required ethical standards and their own * Performance evaluation criteria including the cross-selling of non-audit services * The list of entities which partners held shares and could generate a conflict of interests was not up to date. A more robust set of procedures was suggested to ensure that this list was kept up to date in future Lastly, the Internal Quality Review was not of a high enough standard, it did not provide a sufficient level of detail and clarity of explanations of significant findings. 4. Conclusion We can see that BDO go to great lengths to try and ensure that they are fully compliant with corporate governance codes and regulations, not only with their policies and procedures a nd the way the company is managed but also with governance structure of the company and the values and focus of the aims and objectives of the company. They also have a strong focus on transparency and ethics within in their business and this is linked to their value of providing great customer client relationships with professionalism, honesty and integrity. They also go to great lengths to aid the companies with which they work, in complying with corporate governance codes, again this is all in the name of developing excellent quality and trustworthy client relationships, in order to maintain and improve the success of their business. However, as we can see from the FRC review, there are gaps in their governance compliance, in particular with internal reporting and ethical standards, but it will have to be seen in the coming years of reviews if the increase in transparency and an even greater focus on corporate governance will lead to BDO closing such gaps. 5. Bibliography * BDO LLP UK, ‘Transparency Report’, 2012, Available Online at: http://static. do. uk. com/assets/documents/2012/09/Transparency_Report_for_the_52_weeks_ended_29_June_2012. pdf [Accessed 02 May 2013]. * BDO LLP UK Website, 2013, ‘About Us’, Available Online at: http://www. bdo. uk. com/about-us/corporate-social-responsibility/environment [Acc essed 02 May 2013]. * BDO LLP UK, 2012, ‘Corporate Governance for TMT Businesses’, Available Online at: http://static. bdo. uk. com/assets/documents/2012/03/Corporate_Governance_for_TMT_Businesses. pdf [Accessed 02 May 2013]. * Crump, R. , May 2012, ‘Mid-cap market calls for mandatory governance code’, Financial Director Website, Available Online at: http://www. financialdirector. co. k/financial-director/news/2180374/mid-cap-market-calls-mandatory-governance-code [Accessed 02 May 2013]. * Financial Reporting Council, 2013, ‘BDO LLP: Audit Quality Inspection’, FRC Website, Available Online at: http://www. frc. org. uk/Our-Work/Publications/Audit-Quality-Review/Public-Report-BDO-LLP. aspx [Accessed 02 May 2013]. * ICAEW, 2013, ‘The Audit Firm Governance Code’, ICAEW Website, Available Online at: http://www. icaew. com/en/technical/corporate-governance/audit-firm-governance-code [Accessed 02 May 2013]. * Keynote, 2013, ‘Account ancy Marketing Report’, Available Online at: https://www. keynote. co. uk/market-intelligence/view/product/10674/accountancy? edium=download [Accessed 02 May 2013]. * Dr Lashgari, M. , 2004, ‘Corporate Governance: Theory and Practice’, The Journal of American Academy of Business, Cambridge, Available Online at: http://tharcisio. com. br/arquivos/textos/13200724. pdf [Accessed 02 May 2013]. * Mitchell Van der Zahn, J-L. W. , 2008, ‘Special Issue on: â€Å"Financial Reporting, Transparency and Corporate Governance: Issues in Volatile International Markets†Ã¢â‚¬â„¢, International Journal of Accounting, Auditing and Performance Evaluation, Vol. 7, Nos 1/2, pp: 61-93, Available Online at: http://www. inderscience. com/info/ingeneral/cfp. php? id=962 [Accessed 02 May 2013]. * Roberts, J. ‘The Theories behind Corporate Governance’, Having Their Cake website, Available Online at: http://www. havingtheircake. com/content/1_Ideas%20that%20shape%20 the%20world/fact%20and%20opinion/The%20theories%20behind%20corporate%20governance. lnk [Accessed 02 May 2013]. * Turnbull, S. , 2002, ‘Corporate Governance: Its scope, concerns and theories’, Corporate Governance: An International Review, Volume 5, Issue 4, Available Online at: http://onlinelibrary. wiley. com/doi/10. 1111/1467-8683. 00061/pdf [Accessed 02 May 2013]. * Tricker, R. I. , 2012, ‘Corporate Governance: Principles, Policies and Practices’, Oxford University Press: London, (2012). *

Schools Need Dress Codes Essay Example | Topics and Well Written Essays - 1250 words

Schools Need Dress Codes - Essay Example Then why cannot one opt the issue of uniforms in schools. In most of the countries it have been identified that there is no need of uniforms. Students are attending college in casual dress such as Canada. This is unethical, for instance if we are working in a particular organization each individual is asked to do formal dressing. This sense of equal dressing should be created in children’s from the very beginning, starting from schools, were each child is same in the eye of teacher. But one must consider the other perspective also, i.e. the children’s, what they feel when they see the other child in a good dress as compared to themselves. This may create a sense of demotivation in children’s as well as parents. For instance, a child with good financial background will wear luxuries clothes as compared to the child with low income group. This will create a gap in child’s mind and the former will force parents to get good clothes. This will affect income and expenditure pattern of the family. Therefore to control this situation it is imperative to have dress codes in schools to promote equality among children’s (Ann Svensen, 2000). Training Uniforms are required to train the students for future. In some of the jobs, mostly Asian countries employees are required to wear a uniform. If a child is not made to wear uniform in school, then he will not be able to wear that even later in life, because we human being perform in a way and principles learned in schools. Educational institution is the place which makes a child disciplined. Students can be trained by for future if they are required to wear uniforms. Most of the jobs specification requires servile attitude in people and a student wearing a uniform throughout his academic life is accustomed of having a servile attitude, which will help the child in future. In contrast, children are who are made to wear casual dresses in schools lack this form of attitude which is a main drawba ck. So, it can be said that uniforms in schools can lead to future success of children’s (Alleyene Sylvan, 2009). Equity This focuses on the fact that there exists a problem of rich and poor children’s due to the lack of uniforms in school. This factor is very important in a child’s life. If it is avoided, may ruin the entire life of children. This statement verifies the utmost importance of uniforms in schools. The equity arguments are mainly made by state schools who are more concerned for the future development of children’s. Presently, many private schools in Asia are focusing on this equity theory. School uniforms make students look alike and reduce the differences among them. Children’s mainly judge themselves from their physical appearances i.e. their clothes (David L Brunsma, 2004). Conflict Lack of uniforms may lead to conflict. As discussed earlier children’s judge themselves on the basis of their clothing, if they feel something i s less, more demands are made to the parents. In most cases, parent can’t afford to make their children wear luxuries clothes. This creates a sense of demotivation in a child. One gets frustrated. In result, there exist conflicts among children’s studying in same classes. It creates a sense of hatred among them. This can lead to increase in fights and democracy in an educational institution. It will not only harm children’s but as well as the school itself. Therefore, in order to solve these conflicts wearing uniforms should be

Optional Essay Example | Topics and Well Written Essays - 500 words - 2

Optional - Essay Example The transistors in the processing chips have continually reduced in size leading to the possibility of measuring them on basis of atomic scale. According to Hagar, 2011, the atomic scale perception of transistors allows QC to deploy quantum mechanics that are governed by wave and relativity laws. While digital computing uses bits, QC uses qubits. A bit represents 0 or 1. A qubit represents 0, 1 and any other superposition possible from the qubit values. This implies that while bits can only contain a particular value, qubits contain a vast amount of values. It is worth noting that QC is capable of undertaking multiple calculations while conventional computing would only partake to one calculation at a time. In addition, QC processes large volumes of data at the same time. It swiftly and accurately solves large relative mathematical problems such as the nondeterministic polynomial (NP) calculations. Chemistry uses the computer to model medicine molecules that are very sophisticated. In order to achieve this, complex calculations (Schrodinger Equation) guide in developing the model structure. The complexity of the medicine structure doubles with each electron added to the basic structure, which is a building block, such that there is a limit past which the conventional computing mechanism is overwhelmed. Currently, computers are only able to model molecular structure not exceeding 300 electrons. Quantum computing can solve SE equations with more than 30 electrons due to its ability to integrate, float and portray basic vast values as mere constitutes to infinite combinations. Systems rely on certain features of data encryption to safeguard sensitive information in banking or transaction activities. RSA is the unbreakable encryption system recognized today because it uses about 300 character integers to encode data. Any attempts to deceiver the encryption require large

Experience on Placement in Social Services in Mauritius Essay

Experience on Placement in Social Services in Mauritius - Essay Example On the second week I attended a seminar hosted by Befrienders organisation which is a member of MACOSS, Befrienders was founded by Ibhoo Mansoor in 1995. Its main aim is to prevent suicide which amounts to 300 per year in Mauritius, it operates 48 countries with 400 hundred centres and 60,000 trained voluntary workers. Its activities involve organising talks and public awareness programs. The talk involved the emphasising of the high suicide rate in Mauritius which amounts to 300 deaths a year; the majority of persons involved are persons between the ages of 13 years to 35 years. Suicides is the act of wilfully ending ones life. Some of the causes of suicide include depression, mental illness, hopelessness, poverty and hardship, religious reasons as in the case of suicide bombing and crime where criminals commit suicide before they are caught up with. Suicide however can be prevented through the introduction of crisis intervention centres, restriction of access to common methods of suicide, treatment of depression, reduction of alcohol and substance use and the education based interventions to boost self esteem. On my third week I went to work with the EDYCS group, it is a... (http://www.who.int/mental_health/en/) On my third week I went to work with the EDYCS group, it is a non governmental organisation which was founded in 1997, its main objective is to improve the health and quality of life of people who surfer from epilepsy. I visited the epilepsy health service centre which helps people learn more about epilepsy, visit people suffering from the disease, organising seminars and conferences and fund the people who need urgently need health attention. Epilepsy is a chronic neurological condition which is characterized by recurring epileptic seizers. This disease can not be cured but can be controlled. It is caused by parasitic infections, head injury, stroke and complications in pregnant women. Treatment is through medication, special diets and implantation of the vagus nerve which reduce the frequency of seizure. On the fourth week I went to a nursing home with mentally ill people, it was set aside for the elderly. My activities included helping out in giving medication to the sick, undertaking role calls, helping in feeding, provision of guidance and counselling and helping out in the cleaning process which included laundry. On the fifth week I went to the friends in hope organisation, whose purpose is to provide care and support to person's mental illness. This organisation was founded in 1997 by relatives of people suffering from psychotic disorders. The main aims of this organisation is to provide public awareness on psychotic disorders, rehabilitation of patients, and improvement of administration of persons suffering from these disorders. Through my experience with these organisations I have gained a lot in the provision of human services to various needy people

Research report Essay Example | Topics and Well Written Essays - 2500 words - 1

Research report - Essay Example t also enables companies to cater to the increasing and incessantly changing demands of customers and therefore is considered as a fundamental element of client relationship tactic (Christopher, 2012). It allows managers to make sure that products are being delivered to customers at the right time, place and quantity. They always seek the opportunity to expand their business to those companies that offer them with cheaper source of labour and raw materials in order to decrease their raw materials (Prater, Biehl and Smith, 2001). In addition, their move to expand into a different country is also driven by their urge to cover a greater market (Gunasekaran, Patel and McGaughey, 2004). It is with regards to this fact that the researcher will be reviewing the case of Rolls Royce strategy to choose Singapore as its manufacturing location. This study is inspired by an article published in the Financial Times written by Grant (2014) titled â€Å"Aerospace manufacturers head to Singapore innovation hub.† In this study the researcher will be providing an in-depth explanation of the factors that has driven this move by Rolls Royce managers to shift its manufacturing base to Singapore. The researcher will also be emphasizing on the risks and challenges that needs to be considered by the managers of the company in order to improve its global supply chain performance. Finally, the researcher will be endeavouring to recommend certain strategies that can be implemented by Rolls Royce managers in order to tackle the potential challenges and risks in the company’s international supply chain. Rolls Royce’s decision to shift its manufacturing division to Singapore was driven by a number of reasons associated with the requirement to bring down cost of sales, increase operational and supply chain frequency and meet the growing demand of its customer base. First of all the corporate tax rate is considerably lower in Singapore (17%) (Grant, 2014) when compared to the rate that is