Physics of Skydiving :: physics skydive

Acceleration..... Galileo demonstrated that an object falling only under the influence of gravity will experience a constant acceleration, i.e.., it gains the same amount of velocity for every additional second that it falls. (5) On earth this amounts to 32.14 ft/sec/sec, meaning that it increases its downward velocity by 32.14 ft/sec for each second that it falls. If acceleration is constant, then it follows that the downward velocity V an object experiences at any time t after the start of the fall is given by: V=g t where V=velocity (m/sec) t=time (sec) g=acceleration due to gravity One can also show that the distance d fallen after time t is: d= 1/2 gt^2 where d=distance fallen (ft) g=12.54 ft/sec/sec for Mars t=time (sec) Furthermore, Galileo discovered that this acceleration is independent of the body's mass, but dependent only on the strength of gravity on the planet. So, in the absence of an atmosphere, heavy things don't fall faster than light things, but at moderate to large velocities even a thin atmosphere can have a significant effect on a falling body's motion due to the effects of aerodynamic drag. (5) Freefall... When in freefall, a skydiver with arms and legs outstretched falls at about 120 mi/hr, with the arms in and the body in more of a diving position, the skydiver can reach speeds of up to 200 mi/hr. At this speed, many people believe that it is impossible to breath. Well, it is not impossible, but the truth is, you don't even need to breath because enough oxygen is absorbed through your skin to provide the blood cells with the required oxygen. This is also why jumpers do not jump on cloudy days or when they might risk going through clouds. The moisture in the clouds can condense on their exposed skin surfaces preventing the absorption of the necessary oxygen resulting in suffocation. (2) How fast do you fall? When you leave the aircraft, you are moving horizontally at the same speed as the aircraft, typically 90-110MPH. During the first 10 seconds, a skydiver accelerates up to about 115-130MPH straight down. (A tandem pair uses a drouge chute to keep them from falling much faster than this). It is possible to change your body position to vary your rate of fall.

The Rising Cost of Health Care Essay -- essays research papers

Rising medical costs are a worldwide problem, but nowhere are they higher than in the U.S. Although Americans with good health insurance coverage may get the best medical treatment in the world, the health of the average American, as measured by life expectancy and infant mortality, is below the average of other major industrial countries. Inefficiency, fraud and the expense of malpractice suits are often blamed for high U.S. costs, but the major reason is overinvestment in technology and personnel. There are three issues when it comes to the health care cost rising. The first is the rising cost in prescription drugs. The second area of rising cost is the increased technologies when it comes to the medical industry. The third problem is the aging population. Prescription drugs are the area of the fastest growing health care expense, and it is projected to grow at 20 to 30 percent each year over the next several years. There are many newer, more expensive drugs on the market, and the use of these prescriptions is exploding. In addition, with so much television advertising, many consumers ask their doctors for expensive, brand name drugs when there may actually be a generic drug that works just as well. Over the past decade, scientists have made significant advancements in the treatment of certain diseases. Unfortunately, just like any new product, the cost of developing these new technologies and treatments is extremely high. Plus, unlike other technology, heath technolo...

Rehabilitation, Not Capital Punishment Essay -- Argumentative Persuasi

Rehabilitation, Not Capital Punishment The death penalty is the punishment used in 38 states, and many other countries, as a way of disposing the people in society who are mentally or emotionally disturbed, love their families very much, have a bad temper, or just plain made a mistake. These reasons account for many homicides that take place each year. Capitol Punishment is just not humane and should not be legal. The argument most often used to support the death penalty in former-Soviet republics is the necessity of having a particularly efficacious deterrent against murders and other common crimes. However, none of the many studies about the matter have been able to show that death penalty is more of a deterrent than other punishments. It's completely wrong to think that most of those who commit serious crimes such as murders consider the consequences of their actions. Murders are often committed when the criminal is blinded with passion, when emotions prevail over reason. They are sometimes committed under the influence of drugs or alcohol, or in panic moments, when the culprit is discovered while he steals, as I mentioned already. Some murderers have very serious psychiatric problems or are mental patients. In none of these cases is it possible that the fear to be sentenced to death could act as an effective deterrent. There is another heavy limit. One who plans a crime rationally can choose to go on, although he knows the risk he's running, thinking that he won't be discovered. Most of the criminologists assert that the best way to ... ...cases. There was many times in my own childhood where I took the last cupcake, or spilled my milk. Not all of these times was I held accountable for my misdeed. The younger brother usually received the punishment that I deserved. This can also happen with murder, only death is permanent and "time out" is not. What do we say to the families of the innocently punished when such evidence comes forward to prove that their loved one was wrongly executed? There is nothing we can do or say to excuse ourselves. In conclusion, the death penalty is not right because it does not serve the purposes that it is intended to serve. I have proved that it is not an effective deterrent, but it also removes people from the world who can be rehabilitated in a proper institution.

Strategic Management of Agribank

ABSTRACT In the present age, big cities in Viet Nam are growing at a rapid pace, especially in the economics, as a result many banks are established including Bank of Agriculture and Rural Development of Vietnam.Founded on 26/03/1988, Agribank has always played the leading role in Vietnam’s economic development with 1034 correspondent banks in 95 countries and territories (since 12/2009). In the new period, Agribank constantly improve their competitiveness to maintain the number one position of commercial banks and the dominant role in agricultural and rural financial market, serving farmers, agriculture and rural areas. To become the member of Group Finance and Banking in the country, Agribank’s strategy is associated with the sustainable development of customers, banking, partners and communities.Based on the data obtained from a small-scale interview carried out within Agribank’s employees and reviewed literature, our project’s team analyze Agribankâ₠¬â„¢s strategic management. Another key point of this report is providing recommendations to improve its effectiveness and efficiency. It is hoped that this empirical report can bring the readers with a more detailed look at the Agribank’s strategic Management. TABLE OF CONTENT Abstract†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦1 I. Executive summary†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 II. Introduction of the company†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ 3 III. Managerial function†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 4 IV.Literature review†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 5 V. Strategic management†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦ †¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.. 6 1. Step 1: identifying the bank’s goal†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 7 2. External Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦7 3. Internal Analysis†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦9 VI. Conclusion and recommendation†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 12 References†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦. 14 I. Executive summary This report was commissioned to analyze, evaluate and also to give recommendation about the Strategic management of Bank of Agricultural and Rural Development of Vietnam. The research draws attraction to AgriBank’s current missions and goals: focusing on renovating and developing banking technology in a modernization manner.Further investigations give a SWOT analysis about AgriBank and conclusions about their status are made: Internally, Agribank has quite a lot of strengths such as large number of gross capital, high prestige, modern facilities, as well as some weaknesses like bad financial capability and low operation effectiveness. Besides, externally, Agribank also has many opportunities: peaceful political status, economy recovery, the freshness of the domestic market, and has to deal with lots of threats from competitors, loss of well-qualified employees, or governmental policies. After carefully evaluated, Recommendations are given: AgriBank should penetrate the market strategies to get higher performance by focusing its sources of human and facilities on Main market. †¢ AgriBank should also expand the market strategy, which is to take advantage of its available products and services to enter a new market in order to expand market share, get more output and approach new potential customers. II. Introduction of th e company Agribank is the largest bank in terms of fund resources, number of employees, assets, operation network and customer bases with reputation not only in local market but also international market.Agribank has always focused on the innovation and application of banking technology in favour of business administration and the development of an advanced banking service network. As the report of Agribank. com. vn – â€Å"As of November 2011, Agribank had the total asset of VND 5240,000 billion, total equity of VND 22,176 billion, total outstanding loans of VND 414,464 billion, total fund resource of VND 478,000 billion, total staff of 35,000 people, 2,300 branches and transaction offices†.Agribank is one of the leading bank in Viet Nam in terms of receipt and implementation of foreign projects, especially from World Bank, Asia Development Bank, European Investment Bank and French Development Agency. At present, Agribank is serving 10 million household and 30,000 ent erprises. With the position of a leading commercial bank in Viet Nam, Agribank has shown its great efforts and contribution greatly to the nation’s industrialization and modernization as well as economic development. Due to its location and market share, Agribank’s target market is Vietnam, especially in rural areas.About target customer, in the first period, its target was people who did the agricultural work. However, nowadays, Agribank has no target customer as it welcome everyone who provide capital and invest in many fields other than agriculture. III. Managerial function In the context of a profound and comprehensive integration, to make a difference in how well Agribank performs as well as to cope with this uncertain situation, Bank of Agriculture and Rural Development of Viet Nam need strategic management.Hoang Thu Hien – one of the staffs of Agribank – pointed out that: â€Å"One of Agribank’s strategies is making great efforts in fund mo bilization from both local and foreign sources and maintain the credit growth at a reasonable level†. Another way is giving priority in investment in agriculture, farmers especially to farm households with agricultural, forestry, fishery and salt production. She also reveals that those strategies is built in the period 2000 – 2010 by a group of financial experts hired by Agribank. They are still used today and other details of the strategic management are kept as secret database of the bank.The general strategy of Agribank this period is it will put forth a number of solutions which are following the policy of the Government and the State Bank of Viet Nam on monetary policy in 2011 and for coming years (n. d. ). First of all is speeding up the fund mobilization from different sources for serving agriculture, farmers and rural areas then setting up the progress on implementing the Circulation 13, 19 of SBV on safe index for credit institutions or following the SBVâ€℠¢s Governor and relative agencies for adding fund in 2011 and developing strategy on international cooperation and foreign fund projects for 2010-2015.Secondly, Agribank has completely changed into Ltd Company with 100% capital of State and pushing up the modern banking technology based on IPCAS II which is used to develop the new products and services with high quality to better serve the customers. Thirdly, Agribank is trying to train the staff about the core cultural values including honesty, discipline, creativity, quality and efficiency. Finally, Agribank plans to carry out the project on business development strategy for 2011-2015 towards 2020 †¦ to prove the prestige of the largest commercial bank-financial institution in Viet Nam.IV. Literature review Regarding Strategic management, many scholars have researched about it so as to find out the best way to establish strategy and manage it. Stephen P. Robbins   and Mary Coulter with â€Å"Management tenth edition† have drawn the most detailed and comprehensive picture of Strategic Management. According to their theory, strategy is â€Å"plans for how an organization will do what it’s in business to do, how it will compete successfully, and how it will attract and satisfy its customers in order to achieve its goals† (Stephen amp; Mary 2009, p. 163). And then strategic management is defined as what managers do to develop an organization’s strategies. There are three reasons why strategic management is important which are stated that it makes a difference in how well an organization performs, it is necessary to cope with uncertain situation and to provide organizational goals for each part of the organization to work toward. After clarifying the importance of strategic management, those two authors draw a big picture of the strategic management process.There are all 6 steps in the process which the first 3 are most important. The first step is to identify the organizationâ €™s current mission, goals and strategies. Mission is defined as a statement of the purpose of an organization and goals are understood as measurable performance targets. Identifying those concepts will help the organization draw a general path to follow. The next two steps can be combined as SWOT analysis which analyze 4 main factors: strengths, weaknesses, opportunities and threats.It can also be defined as doing external analysis – environment around the organization and its effect- and internal analysis – the organization’s specific resources and capabilities. The next step namely Formulating strategies is done after all the analysis and is to establish a detailed path for the organization to follow. The last 2 steps are about implementing and evaluating the strategies that have been built up in the last step. Agreeing with those two authors’ theory, we have conducted interview and done some research and analysis about Agribank Vietnam. V. Strateg ic ManagementTo research about the company’s strategic management, we are required to conduct the first three steps of Agribank’s strategic management process. Our project team will identify the Agribank’s missions and goals and do the internal (SW) along with the external (OT) analysis. Furthermore, the recommendations will be set up to uphold the strengths, overcome weaknesses, maximize opportunities and eliminate any threats or turn them into opportunities. 1. STEP 1: IDENTIFYING THE ORGANIZATION’S CURRENT MISSION AND GOALS To maintain the leading bank, provide the modern and high quality products nd services, meet the demand of customers and increase the non-credit income, Agribank is focusing on renovating and developing banking technology in a modernization manner. That is its mission in 2011 and for the coming years The Agribank An Phu pointed out that Agribank expects to reach the goals for 2012 as follows: the fund resource increases by 15-17% co mpared with 2011, outstanding loans rises by 11-12%, the rate of loans to agricultural and rural areas is 70%, NPLs below 3%, non-credit income goes up by 10%, CAR complies with international standard.In general, Agribank’s goal is bringing prosperity to the customer. 2. EXTERNAL ANALYSIS After deciding the mission and goals of Agribank, the important thing is to conduct an external analysis, which includes the two components: the general and the specific environment. Each factors in the components maybe an opportunity or a threat to Agribank, basing on how they can affect Agribank’s market. A. Opportunities As to mention about the general environment, it is reported that the world’s and Vietnam’s economy are recovering from the crisis and are predicted to be growing in the near future.A recent article from the famous BBC (9 October 2012) has reported: â€Å"What is happening is a re-balancing of our economy. We have created a million net new jobs [and] we are now a net exporter of cars, but it is a slow process. † With the economy flourishing, Agribank has an opportunity to expand the market size and provide more services to the customers. In addition to the country’s economy recovery, Agribank also benefits from the fact that Vietnam has officially entered the WTO. By joining the world’s economic flow, Agribank has more chances to meet big partners and to develop itself.For example, the bank can learn from the foreigners about the new technology and inquire their way of working and technical skills. And, as to mention the political conditions, Vietnam is a peaceful country with no terrorists or civil wars; which encourages the development of law and economy, and Agribank can make use of this to complete their working system. The opportunity for Agribank does not only come from the general environment but also the specific environment, especially from the customers.According to the Standard Charter Bank’ s CEO, saying to baomoi online newspaper (Phuong 2009), Vietnam has a young and fresh banking market, which is not fully exploited. He also points out that in the recent years, the number of banking service users rises gradually and it will continue to rise in the next 5 years. Furthermore, according to the vietnamplus. vn (Son 2009), Vietnam’s average age tends to become higher, consequently, many people will begin to consider saving for their pension plan.Agribank can take advantage of this opportunity to reach more to the customers’ need. B. Threats Besides the opportunities, there are also threats that Agribank has to deal with. The fact that Vietnam has entered the WTO also brings along the trouble of the market share being downsized because Vietnam banks and companies are now freely get investments from foreign companies. It will also increase the competition between Vietnam and other WTO countries, creating great tension to Agribank. In addition to this, the Gov ernment policies are also putting Agribank under pressure.The current ceiling interest rate is kept really low at 9% – started from 11th June, but it’s also predicted to be lower, according to Dr. Vu Dinh Anh’s analysis (Thanh 2012). This policy makes it hard for Agribank and other banks to mobilize capital from people, and so on earn less profit on lending other companies money. In addition to the general environment’s influences, the specific environment, too, holds some menaces. The number of competitors growing rapidly in today’s time of high-technology, following with the decrease in number of high-quality employees is current problems that Agribank have to face.Nowadays, joint-stock company banks such as Vietcombank, Vietinbank or ACB bank are playing their leading roles in banking industry in Vietnam, alluring a large number of users comparing to AgriBank. Not as powerful as JSC Banks, but the banks with foreign investments like the Standard Charter Bank being equipped with higher quality and credit funds and non-bank credit organizations are acting as the harbingers to Agribank. According to Vietnam Credit Information and Rating Company’s report (Thanh 2012), 32 banks are rated to be highly competitive.Unfortunately, Agribank is not listed. Adding to the threats from competitors, the upcoming workforce in banking being estimated to be really large but cannot be so sure about the quality is also a trouble for Agribank. The best workers tend to chase for high position with high salary in foreign countries or other bank rather than Agribank; while the rests are not really well-trained. In general, the threats to Agribank are surpassing the opportunities that the bank can get, but its whole banking business is predicted to be growing. 3. INTERNAL ANALYSISBeside external analysis, it is also very important to explore and assess the internal factors of Agribank which are its strengths and weaknesses. Understanding ab out those internal elements will give us the knowledge of Agribank’s ability to take benefit from the opportunities and to face the threats. A. Strengths The first and the most powerful strength of Agribank is that it has the largest total capital, the biggest operation network and the hugest source of labors and customers in Vietnam. According to the article â€Å"3 ngan hang thuong m? i nha nu? c co v? n di? u l? tren 1 t? USD† on gafin. n (23 March 2012), a familiar website for investors, Agribank is the commercial bank that has the greatest amount of total capital in Vietnam which is over 29. 606 billion VND. It is an advantage for Agribank as it can invest in a lot of fields and activities with its huge capital. About its operation network and source of labors and customers, Agribank has over 2. 300 branches and office and 37. 500 staffs all over the country. Moreover, according to the official website of Agribank (n. d. ), it also signs contract with other foreig n banks from Laos, Cambodia and China to expand its market.Another strength is that it is the unique and main bank that focuses on the field of agriculture and rural areas. In Vietnam, only Agribank is the commercial bank that is nurtured and controlled by the government to develop agriculture and support agricultural workers. Vietnam is the country that has the main focus on agriculture and producing food so that this market share would be a big benefit for Agribank. Moreover, Agribank is considered as having the lowest rank of risk due to its support from the government and it also has the prestige of a governmental bank with tradition and experience.This advantage can gain the customers’ trust that not all other rivals can do. Last but not least, one more strength of Agribank is that its high technology applying in its infrastructure. To approve this point, the article â€Å"Viettel va Agribank ky k? t th? a thu? n h? p tac toan di? n† on danviet. vn (D? c 2011) sta tes that from November 20th, 2011, Viettel would coordinate with Agribank totally with its telecommunication infrastruction. The combination of those two giants will be an extreme advantage for Agribank to upgrade its system and bring better products to its customers. B. WeaknessesIt is undeniable that Agribank is one of the strongest banks in Vietnam at this time; however, it still has its own weaknesses that need improving to get the highest performance. The first alarming weakness is its bad financial capability. Although its system is modern and successful in Vietnam, Agribank’s financial control is still weak compared to the global standard. Stockbiz. vn reported that Fitch Ratings has affirmed Vietnam Bank for Agriculture and Rural Development’s (Agribank) Long-Term Foreign-Currency Issuer Default Rating (IDR) at ‘B’ (12 July 2012). The Outlook is Stable.At the same time, the agency has affirmed Agribank’s Viability Rating (VR) at ‘cccâ €™ and Support Rating Floor at ‘B’. A full rating breakdown is provided at the end of this release. Also according to this rating agency, Agribank has low rank of risk thanks to the support from the government, not from its own ability. The bank’s reported non-performing loans (NPLs) are the highest among domestic peers. Its low level of reserves, together with a high level of special mentioned loans (SMLs) and a slower economic backdrop, is likely to keep credit costs elevated in the near- to medium-term.As a result, Fitch expects the bank’s profitability to remain low, given also potential margin squeeze from a regulatory cap on lending rates on the agriculture sector. Therefore this weakness may not affect Agribank immediately in the domestic market, but if it wants to expand to the oversea market, it has to improve its financial capability a lot. Another clear weakness of Agribank is that its operation effectiveness is not high enough. Although the bank was established in 1988, it still hasn’t made huge impact on Vietnam’s agriculture.Farmers still do the farming work with traditional methods and do not use much technology in working. The rate of poor households in rural areas is still high after years. This weakness could be very dangerous as it would lose the customers’ and government’s trust, which can reduce its total capital. One last weakness of Agribank is that its human resource is huge but not qualified enough. There is a sad truth in Vietnam that people who have social relationship with some â€Å"big men† inside the company are likely to get the job. And Agribank is not an exception.Due to this terrible truth, many people who are not educated well enough still have good job and decide the destiny of the bank. Therefore, its human resource can not satisfy the requirement of the global standard, which would be a disadvantage for it when expanding to the bigger world. VI. Conclusion and Recommendations  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   In conclusion, like other corporations and organizations, Agribank has its all strengths such as large number of gross capital, high prestige, modern facilities, and weaknesses namely bad financial capability and low operation effectiveness.Beside these internal factors, Agribank also faces up with opportunities: peaceful political status, economy recovery, the freshness of the domestic market, and threats from competitors, loss of well-qualified employees, or governmental policies. Therefore, based on the analysis of SWOT and the wholesome interview of sole employee, we have drawn up the strategies for Agribank to achieve more success in the next five years. 1. Penetrating market strategies In this strategy, we would focus our resources of human and facilities on Main market to get higher performance.To get the strategy accomplished effecti vely, some methods must be applied such as: Improving the mobilization capital – by allowing wide range of maturities, or periods, interests rate or accumulated interests. Furthermore, the bank can also try to attain   sponsored -agricultural projects or projects of supporting small and average-scale business. Another method is improving the quality of credit service by using up the qualification of the staff to do   research on reducing some steps of procedures so that the transaction duration will be minimized which makes it faster and more convenient to deposit.Another effective   solution is diversifying and developing the quality of the services because at the moment most of Agribank   products are traditional ones, so it is less competitive. Therefore, the bank should introduce new advanced and convenient services and products to ensure the ability of serving customer efficiently. This method also heightens the administrative status of the management. 2. Expandi ng market strategy This is the strategy in which Agibank would take advantage of its available products and services to enter a new market in order to expand market share, get more output and approach new potential customers.There are some methods that can be applied, the first one could be intensifying the process of constructing material facilities or, in detail, purchasing necessary assets especially IT equipments, strongboxes, electric generators. Secondly, it could develop the network by establishing more   transaction posts which help popularize brand name. Thirdly, Agribank can enhance the quality of the staff by focusing on recruiting, introducing new reserving reward policies, retraining the current staff to get higher qualification and ability.Furthermore, in the period of expanding to new market, Agibank may appoint the most important and experienced cadres (skillful employees) to new brands in order to make sure that new brands can operate effectively. Beside those, Ag ribank   should speed up marketing operations/ activities   because marketing plays an important role in popularizing and giving products to the public. Some methods for developing marketing performance are : for products, improving traditional products and services, shortening procedure of transaction, and bringing new benefits to customer.For location, it can choose the most convenient location so that customers can easily make transactions. For advertisement, it is advisable to use radio, television, newspaper and the internet as the important way to advertise the bank. Furthermore, it is the way we serve that is one of the most means of advertisement to customers. Last but not least, we recommend to reinforce the control of internal activities which means that does not merely   check the account or the asset of the bank but verify the quality of credit, the efficiency, safety so that administrator can easily find out and re-correct defects and mistakes.References Agribank An Phu official website n. d. , â€Å"D? nh hu? ng phat tri? n c? a Agribank Vi? t nam†, viewed 17 November 2012, http://agribankanphu. com. vn/vn/company/details/dinh-huong-phat-trien-cua-agribank-viet-nam6. html Agribank Vietnam official website n. d. , â€Å"Agribank phat tri? n b? n v? ng vi s? th? nh vu? ng c? a c? ng d? ng†, viewed 17 November 2012, http://www. agribank. com. vn/101/786/gioi-thieu/dinh-huong-phat-trien. aspx Agribank Vietnam official website n. d. , M? ng lu? i ho? t d? ng Agribank – hon 2300 Chi nhanh, Phong giao d? ch tr? dai cung hinh ch? S, viewed 21 November 2012, http://www. agribank. com. vn/101/790/gioi-thieu/mang-luoi-hoat-dong. aspx BBC 9 October 2012, viewed 18 November 2012, http://www. bbc. co. uk/news/business-19876587 D? c Hi? u, Viettel va Agribank ky k? t th? a thu? n h? p tac toan di? n, 21 October 2011, viewed 21 November 2012, http://danviet. vn/62504p25c50/viettel-va-agribank-ky-ket-thoa-thuan-hop-tac-toan-dien. htm Ga fin 23 March 2012, viewed 23 November 2012, http://gafin. vn/20120323104832101p0c34/3-ngan-hang-thuong-mai-nha-nuoc-co-von-dieu-le-tren-1-ty-usd. tm Phuong Nhi 2009, â€Å"Th? tru? ng ngan hang Vi? t Nam r? t tr? †, Baomoi, April 2009, viewed 20 November 2012, http://www. baomoi. com/Thi-truong-ngan-hang-Viet-Nam-rat-tre/126/2960677. epi Thanh Thanh Lan 2012, â€Å"L? n d? u tien x? p h? ng nang l? c c? nh tranh ngan hang†, Vnexpress, 8 September, viewed 19 November 2012, http://ebank. vnexpress. net/gl/ebank/tin-tuc/2012/09/lan-dau-tien-xep-hang-nang-luc-canh-tranh-ngan-hang/ Thanh Thanh Lan 2012, ‘Tr? n lai su? t huy d? ng co th? v? 8% m? t nam', Vnexpress, 29 August, viewed 18 November 2012, http://ebank. nexpress. net/gl/ebank/tin-tuc/2012/08/tran-lai-suat-huy-dong-co-the-ve-8-mot-nam/ Son Bach 2009, â€Å"Vi? t Nam co co c? u dan s? vang, tu? i th? tang†, Vietnamplus, 31 December, viewed 19 November 2012, http://www. vietnamplus. vn/Home/Viet-Nam-co-c o-cau-dan-so-vang-tuoi-tho-tang/200912/29400. vnplus Stockbiz 12 July 2012, viewed 23 November 2012, http://en. stockbiz. vn/News/2012/7/12/309322/text-fitch-affirms-vietnam-s-agribank-at-b-outlook-stable. aspx *** Group tasks No| ID| Name| Task| Report|

Destin Brass Products Co. Essay

The estimated costs calculated using the activity-based costing method is very different from the existing standard unit costs and the revised unit costs. Exhibit 3 uses the traditional cost allocation system, which allocates all costs based on measures of volume. In the standard unit costs, Destin Brass uses direct labor as the only cost driver, which rarely meets the cause-effect standard wanted in cost allocation. Exhibit 4 is similar to exhibit 3, but instead, 4 uses materials and machine hours as the cost driver instead of just direct labor. The new costs are calculated by using the ABC system, which allocates costs that are caused by non-volume-based cost drivers. After recognizing the overhead activities, costs of overhead resources used for the activities are allocated to the activities using cost drivers. Then pooled costs of each activity are allocated to products, using the cost drivers. It takes one large overhead cost pool and breaks it down into several pools, which for this company are: receiving and materials handling, machine usage and maintenance, packing and shipping, and engineering. These have a cause-effect relationship with activities and resources that are used. So unlike exhibit 3 and 4, the new system breaks down the overhead costs a lot more. The new estimated costs are more accurate because the amount allocated to each of the overhead activities for each product is more detailed. It shows the percentage of how much each activity is performed on each product. All 3 products’ unit costs in the new system are different from exhibit 3 and 4. Unit price for valves has a slight change compare to the standard unit price, but for pumps and flow controllers, there is a dramatic change. Destin Brass are well under their 35% gross margin goal for pumps, and wondering how other companies can sell their pumps for such a low price. They thought the unit costs for pumps is $63.12, when in fact, the more accurate system shows that it’s only $48.81, $14.31 less than the standard unit cost. This inaccuracy is the reason why Destin Brass is having trouble staying competitive with their price on pumps while other companies are able to sell it for a lower price. The flow controllers have never been a problem for Destin Brass. It seemed to them that they had no competition in that market. Even after raising the prices by 12.5%, demand did not decrease. This is because the more accurate unit cost for flow controllers is actually $100.48, and not $56.50, $43.98 more than what they thought. They have been selling their flow controller at $97.07 each, which is below the unit cost, and that is why no other companies are able to compete in that market. I think Destin Brass should definitely adjust their selling price for all 3 products. For valves, $58.16 should be their new target-selling price if they want to keep the 35% GM goal, but I think they should make the actual selling price to be a little lower than that. That way they can stay/be more competitive in the valves market while having a GM% that is slightly lower, but still close to the goal. Selling price for pumps will have to be lowered for them to become competitive in the pumps market, unlike before. $75.09 would be the price they want to sell it at if they want the 35% GM, but the selling could still be slightly lower then that, allowing them to be competitive while still very close to their goal. Flow controller prices will have to be higher if they want to make a profit from this product. Right now they are making a loss of 4% for each flow controller they sell. If they want to reach the 35% GM mark, they will have to up their cost from $97.07 to $154.58. Just like pumps and valves, price could be a little lower than that, and of course for the same reasons. Yes, this means they will go from having no competition to many competitions in the flow controller market now, but at least they won’t be making a loss every time they sell a flow controller. In the following month, assuming quantities produced and sold, activities, and costs were all at standard, the profit reported under the new system would be $540,260.00, and under the present system would be $539,180.00. There is only a difference of $1,080. Destin Brass will not see any major difference in profit in the short run; in this case it’s over a period of one month. But in the long run, they will definitely see major changes in their profits.

Accounting Hw

House of Organs, Inc. , purchases organs from a well-known manufacturer and sells them at the retail level. The organs sell, on the average, for $2,500 each. The average cost of an organ from the manufacturer is $1,500. House of Organs, Inc. , has always kept careful records of its costs. The costs that the company incurs in a typical month are presented below in the form of a spreadsheet: Costs Cost Formula Selling: Advertising . . . . . . . . . . . . . . . . . . . . . . . . . $950 per month Delivery of organs . . . . . . . . . . . . . . . . . . $60 per organ sold Sales salaries and commissions . . . . . . . . . $4,800 per month, plus 4% of sales Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . $650 per month Depreciation of sales facilities . . . . . . . . . . $5,000 per month Administrative: Executive salaries . . . . . . . . . . . . . . . . . . . $13,500 per month Depreciation of office equipment . . . . . . . $900 per month Clerical . . . . . . . . . . . . . . . . . . . . . . . . . . . $2,500 per month, plus $40 per organ sold Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . $700 per month During November, the company sold and delivered 60 organs. Required: 1. Prepare an income statement for November using the traditional format with costs organized by function. 2. Redo (1) above, this time using the contribution format with costs organized by behavior. Show costs and revenues on both a total and a per unit basis down through contribution margin. 3. Refer to the income statement you prepared in (2) above.Why might it be misleading to show the fixed costs on a per unit basis? SOLUTION 1. | |House Of Organs, Inc. | | |Income Statement | | |For the Month Ended November 30 | | | | | | | |Sales (60 organs ? 2,500 per organ) | |$150,000 | | |Cost of goods sold | |  Ã‚  Ã‚  90,000 | | |(60 organs ? 1,500 per organ) | | | | |Gross margin | |60,000 | | |Selling and administrative expenses: | | | | |Selling expenses: | | | | |Adv ertising |$  Ã‚  Ã‚  Ã‚  950 | | | |Delivery of organs |3,600 | | | |(60 organs ? $60 per organ) | | | | |Sales salaries and commissions |10,800 | | | |[$4,800 + (4% ? 150,000)] | | | | |Utilities |650 | | | |Depreciation of sales facilities |  Ã‚  Ã‚  5,000 | | | |Total selling expenses |  21,000 | | | |Administrative expenses: | | | | |Executive salaries |13,500 | | | |Depreciation of office equipment |900 | | | |Clerical |4,900 | | | |[$2,500 + (60 organs ? 40 per organ)] | | | | |Insurance |  Ã‚  Ã‚  Ã‚  Ã‚  700 | | | |Total administrative expenses |  20,000 | | | |Total selling and administrative expenses | |  Ã‚  Ã‚  41,000 | | |Net operating income | |$? 19,000 | |2. | | | |House Of Organs, Inc. | |Income Statement | | |For the Month Ended November 30 | | | | | | | | |Total |Per Unit | | |Sales (60 organs ? $2,500 per organ) |$150,000 |$2,500 | | |Variable expenses: | | | | |Cost of goods sold |90,000 |1,500 | | |(60 organs ? 1,500 per organ) | | | | |D elivery of organs |3,600 |60 | | |(60 organs ? $60 per organ) | | | | |Sales commissions (4% ? $150,000) |6,000 |100 | | |Clerical (60 organs ? $40 per organ) |  Ã‚  Ã‚  Ã‚  2,400 |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  40 | |Total variable expenses |  102,000 |  1,700 | | |Contribution margin |  Ã‚  48,000 |$  Ã‚  800 | | |Fixed expenses: | | | | |Advertising |950 | | | |Sales salaries |4,800 | | | |Utilities |650 | | | |Depreciation of sales facilities |5,000 | | | |Executive salaries |13,500 | | | |Depreciation of office equipment |900 | | | |Clerical |2,500 | | | |Insurance |  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  700 | | | |Total fixed expenses |  Ã‚  Ã‚  29,000 | | | |Net operating income |$  19,000 | | 3. Fixed costs remain constant in total but vary on a per unit basis with changes in the activity level. For example, as the activity level increases, fixed costs decrease on a per unit basis. Showing fixed costs on a per unit basis on the income statement make them appear to be variable costs. That is, management might be misled into thinking that the per unit fixed costs would be the same regardless of how many organs were sold during the month. For this reason, fixed costs should be shown only in totals on a contribution-type income statement.

Ways of KNowing

WHEN Is a focus on the primary medical management of women's health throughout the phases of a man's life. Many aspects of a woman's life are variables that will affect her general health and wellness. For example, relationships, children, career, family, finances, environmental factors, spirituality, and other influences collectively impact a woman's health and wellness. In my own nursing experience, I recall a difficult client care situation that perplexed me with serious ethical questions and allowed me to unfold a â€Å"bigger picture† of the woman's life.This woman contracted HIVE during her first sexual encounter at the age on nineteen. I had the privilege of knowing her when she was the age of thirty-three which for her was the end of her life due to the disease processes. I spent a good deal of time with her In clinical practice and came to a full understanding and appreciation of her life story but not at first. I created many barriers for myself and for her with resp ect to vast commodities and clinical needs beyond comparison to many other patients I had encountered.The barriers were created because of my intolerance and objectivity I had created against the WAITED population. I learned later that she was the loving mother of a child that she could not physically see because she had lost her eyesight. She was alone. She was abandoned by the father of the child who was the carrier of the HIVE she had contracted. She was angry. She was scared. She was mistreated and abused by her family and the system. My moment of knowing myself finally came when I was able to see myself as being this person.She could have been anybody life story. During this time I was able to re-evaluate my personal feelings and biases and this particular tuition brought to fruitful a nurse that was less Judgmental, more understanding, more tolerant, and most Importantly more knowing. This happened long before I knew there was Integrated Theory and Knowledge Development in Nur sing. All the while, we nurses have been developing ways of knowing and like many of my fellow undergraduate nurses, I did not acknowledge the term â€Å"Knowing† in the sense of an art.Former clinical experiences have influenced how I acquire knowledge in my latter clinical practice. I use an integrated approach to the collection and analysis of ATA from personal, ethical, and empirical perspectives. Personally, I am aware that I am human and can easily become consumed in opinions and prejudices. I understand that ownership of a prejudice in nursing creates barriers that will not allow the nurse patient relationship to flourish. The nurse's failure in realizing the self as a potential barrier Is also the nurse's failure In delivering the most therapeutic and holistic care possible.I consider psychosocial, demographic, ethnic, cultural, and/ or religious factors that may bear weight on a therapeutic plan of care. I pay attention to facial expressions, educational level, langu age, and family members. Is religious practices that prevent certain treatments? Is the patient in pain? These are important questions that I ask or observe for gathering information and formulating a specific plan of care. What can I do as the primary nurse to be part of a therapeutic clinical plan of care? What can I say to add words of comfort in times of fear?How can I be proactive in the community to raise a level of awareness concerning senseless acts of violence or the spread of disease and infection? Am I using the best possible aseptic techniques to facilitate the most optimal outcomes during wound care and other invasive procedures? A combination of clinical objectivity, personal knowing, and ethical/disciplinary knowing are utilized during clinical practice to ensure I deliver the best care I can to the patients that I serve. The Phenomenon of Interest that I would like to further examine is as follows: Investigating the quality of life and health in infertility. Ways of Knowing I choose to talk on this essay about how they have an Impact on my process of acquiring knowledge are: 1) Emotion 2) Memory 3) Reason I will start with emotion. I believe emotion has a great role on all individuals' process of acquiring knowledge. That's because emotion Is Interfering in our choices at all moments.For example: When I started writing this essay I had to choose three from seven ways of knowing, and my emotions play a key role in this choice because I ended up choosing the ones I like the best, and now I will write a completely different say from which I would if I had chosen any other of the seven ways of knowing and this will have an impact on my process of acquiring knowledge. Another daily example of when emotion comes into its defining role is when we come into the position of having to choose where we are going to eat, at which restaurant.Emotion might lead us to choose our favorite restaurant other than trying out a new restaurant and this is avoiding us to try o ut new experiences, learn new food tastes and therefore emotion again has an impact on my/everybody process of acquiring knowledge. However emotion might also have a positive impact on ones process of acquiring knowledge. For example, I once traveled to New Zealand and had the chance to bungee Jump. My parents told me not to jump, they were scared that I could hurt myself Jumping, but my emotions told me that I should Jump, that It would be a good experience, something new.And so I did. Exposed myself to something new and therefore learned something, acquired knowledge. And all this positive acquiring of knowledge was only possible because my emotion told me to jump, to try something new. I believe memory has a very negative role on an individual's process of acquiring knowledge. That's due to the fact the many times people try something out and have a negative experience and this first negative experience stays in their memory and blocks them from trying this actively again and pos sibly having a positive second experience.I myself have many example of a blocking first negative experience. For example: When I was a kid, I tried this Russian food called â€Å"standoff' once and didn't like it, because of this experience I have never tried it again and this has avoided me from possibly having a positive second experience and possibly liking the dish very much, but the memory from the first negative experience has blocked me from ever having the second try. However memory can have some positive effects on an Individual's process of aqualung knowledge.For example: You might not have seen a friend for a long time, and you pass by him on the street. If it wasn't for your memory you might not recognize him and call his attention so that you two could meet each other after so many years and chat. If it wasn't for your memory (which allowed you to recognize your friend) you would not be able to meet him and chat with him, therefore you would not learn what he has been up too In the last few years.This recognition allowed an encounter which opens has been up too in the last few years). Reason is very similar to emotion, they are linked in a way, some say they are opposites. Reason is present in every decision we make. Using the example from emotion about the restaurants, reason might be present. For example: You might chose between restaurant A and restaurant B because restaurant A serves a type of food you like the best, that's reason involved in your Judgment.But how can reason affect your process of acquiring knowledge? Well, when studying for a test, you might be undecided whether to study from a book or study from the internet. When taking this decision you will (maybe even unconsciously) use reason to decide whether to study from a book or from the internet, and when you do so you will then have effectively affected your process of acquiring knowledge, as you will now be acquiring knowledge for your test from a different source.One personal example of how reason has affected my process of acquiring knowledge was when I was undecided whether to buy a book called â€Å"How to rap† or a book called â€Å"The www-tang manual†. I used reason on deciding which book to buy, Judging the pros and the cons of each book. And I finally decided to buy â€Å"How to rap†. This truly had an impact on my process of acquiring knowledge because I am now acquiring knowledge from the book â€Å"How to rap† but if my reason process had decided that â€Å"The www-tang manual† was a better book then I would be acquiring knowledge from â€Å"The www-tang manual†.Therefore reason helped me choose between two different sources of knowledge and now I am acquiring knowledge from one of them and not the other, therefore my process of acquiring knowledge has be affected. Reason might not always make you make the best decisions, it all depends on how you're reasoning process is made, but it surely happens in every decision we cake, Just like emotion. As a conclusion, I believe that all seven ways of knowing has an impact on an individual's process of acquiring knowledge.Some might be positive sometimes and some might be negative sometimes, but they are always taking a role, no matter if positively or negatively in or decisions and in or process of acquiring knowledge. The seven ways of knowing are present in or day to day lives (as seen in the examples given) and therefore it this important to understand how these impact our process of acquiring knowledge so that we can have better control of the effect these take in our life.