Company Profile Kia Lim Berhad Essays

Company Profile Kia Lim Berhad Essays Company Profile Kia Lim Berhad Essay Company Profile Kia Lim Berhad Essay Kia Lim Berhad was set up as the holding company of Syarikat Kia Lim Kilang Batu Bata Sdn Bhd (SKL) and Kangkar Raya Batu Bata Sdn Bhd (KRBB) bricks manufacturers, which had been operating since 1973. SKL has set up a fully automated plant employing German technology. It was incorporated in Malaysia on 8 May 1995 as public limited company and listed in the KLSE Main Board (Industrial Products) on 29 May 1996. Commercial production commenced in mid 1999. KRBB installed a second plant in late 1991, which is fully automated and capable of producing common, block and facing bricks. The Group has diversified its range of products to include clay-roofing tiles, facing bricks and pavers. The Groups products are exported to regional markets like Singapore, Japan, Taiwan and Qatar. Kian Joo Can Factory Berhad Kian Joo Can Factory Berhad is manufacturer and distributor of tin cans and 2-piece aluminium beverage cans. They also produced polyethelene terephalate products, corrugated fibreboard cartons, provision of engineering services, letting of property, provision of share registration and provided management services. Kim Hin Industry Berhad The Company (KHI), which is Kuching-based, started operations in 1975 as a small-scale manufacturer of clay bricks. In 1979 it ceased this activity and ventured into the manufacture of mosaic tiles. It changes its name from Kim Hin Industry Sdn Bhd to present form on conversion. From a single production line, the Company now has three factories with 24 production lines. Today, KHI is one of Malaysias largest integrated ceramics manufacturers. The Group is a fully integrated manufacturer of wall, floor and homogeneous tiles, with installed production capacity of 19m sq m p.a. The Group has invested approximately RM266m in state-of-the-art Italian tile manufacturing plant and equipment. Kris Components Berhad Kris Components Bhd was incorporated on 9 September 1975 in Malaysia as a private limited company but converted to a public company on 2 November in year 1995. Its principal activities are manufacturing and stamping of precision metal parts and anodizing high-end cosmetic surface-finishing metal parts. YTL Cement Berhad YTL Cement Berhad listed on KLSE Second Board on September 6, 1993 and transferred to Main Board (Industrial Products) on June 26, 1997. It is incorporated on 29 January 1977 in Malaysia as a private limited company and converted into a public limited company on 4 May 1992. It change its name from Buildcon Sdn Bhd to Buildcon Bhd on conversion and to YTL Cement Bhd on 26, February in year 1997. The Company manufactures and supplies ready-mixed concrete to the construction industry. The Groups operations are located in Westport, Selangor, Bukit Sagu, Pahang and Pasir Gudang, Johor. Body of Contents Company Analysis Kia Lim Berhad Refer to Table 1, common-size analysis of capital structure shows that the liabilities constitute 76% and equity 24% of the companys financing in 2001 compare with 30% of total liabilities and 70% equity in the companys financing in 1996. Debt ratio and total to debt equity ratio increases sharply in 2001 compare to the previous years. In 2001, the company financed its assets approximately 72% of its debt. It was supported when the trend index of long-term liabilities (391.926%) exceeds its current liabilities (308.003%) and shareholders equity (55.331%) ( refer to Table 2). From Table 2, we can see that cash and bank balances decreases sharply from 99.356% to 2.813%. Yet the companys the companys cash flow adequacy ratio is 0.745, which is less than 1. This implies that the internal cash sources in the company were insufficient to maintain its dividend and current operating growth levels. There is a need for the company to seek for external financing in order to fulfill the requirement of the company. Table 3 shows the financial ratios of Kia Lim Berhad, which indicates that the company is facing liquidity needs. The current ratio of the company dropped over the past 5 years and the inventory turnover decreases. Kia Lim Berhads return on invested capital showed unfavorable level, where every unit of invested capital generates less profits to the company from 1998 onwards. The return on common equity also decreases over the past 5 years. The growth rate is decreasing, which the SEGR drop from 0.062% in Year 1997 to 0.185% in Year 2001. This can be seen from Table 1, which total equity capital is 28% in 2001 compare to 70% in 1996. This indicates that when the indebtedness of the company reaches a risky point, the more financial leverage the company has. The company sales show an average declining trend, which it decreases sharply in Year 2000 (-32.084%) and rebound to 100.529% in Year 2001. The forecasted sales for the next year are RM 32062120.43, which the sales are dropping and the companys net profit is forecasted to decline in Year 2003. The dollar of amount earned on behalf of each share decreases from RM 0.08 (1998) to RM 0.04 (1999) and further decreases to nil. This means there is no earning generate for each share of the company. Similar behavior was found in dividends yield, in which it decreases from 3.14 in year 1997 to 1.58 in year 1999. Kian Joo Can Factory Berhad From Table 4, we can conclude that the highest proportion of total liabilities and equity to total equity capital, are recorded in year 1999. As an overall, the average of total liabilities and total equity constitutes 41.6% and 78.37% each year of Kian Joos financing. Besides that, Table 5 reveals the trend of selected accounts, which year 1996 as the base year. The highest record of net income is in year 1997, which is 80.839%. However, the performance of Kian Joo Can Factory in year 1999 is worsening due to the net income earned are decrease for two consecutive years. A tremendous drop in net income in year 2000, which is almost 44.8% less than previous year reflect the company is overcapacity and may attract the new competitors enter into this industry. In year 1998, we can see that the trends of almost all the account selected are downturn because financial crisis occur in that year. Over these five years, the average of sales is 22.18%. Since the inventory growth is more than sales growth over the 5 years period, the company has more funds to invest in inventory. By reviewing Table 6, we find out the return on invested capital is in increasing trend except for year 1997 and 1998. The highest ratio is in year 1997. A large portion variability of the return on common equity of this company is due to changes in return on assets. Notice that the sustainable equity growth ratio, which relative to the prior year is shrink over the four years period except for year 2001. However, the average of this measurement over the five years period is 0.36%. For the debt ratio, there is a sudden drop between year 1998 and 1999 due to 23.6% increase in long term debts. The total debt to equity ratio record the highest amount in year 1998 due to the economic crisis and the company increase their credit line. In year 2000, there is a sudden drop from RM2 dividends yield to RM1.52. After year 1999, earnings per share are decrease for two consecutive years. This is because reducing in net profit over the years. There is an improvement in PE ratio except the year 20 01. Since economic recession in year 1998, the company must sell their stock in higher price, that is RM28.3 in order to get RM1 earnings. The forecasted sales of this company for year 2003 are RM473, 509,169, which is 1.17% less compare with previous year. However, net income is expected increase 5.97%, which is from RM28, 220,000 raise to RM29, 904,528. In summary, the company will performed better in year 2003 since the forecasted net income is higher. Kim Hin Industry Berhad Table 7 shows a common size analysis of capital structure for Kim Hin Industry Berhad. For year 1996, liabilities constitute 16.702% and this percentage decreases to 0.099% in year 2000, which indicates that the obligations of Kim Hin Industry are reducing. However, in year 2001, this amount increases 0.015% to 0.114%. From the table, it shows the shareholders equity of Kim Hin industry Berhad is stable over years. The reserve of this company reaches its peak in year 1998. This may be due to the economic crisis that makes the company to increase their reserve in the bank to face the contingency in the future. From Table 8, we can see that cash and bank balances increase the most in year 2001 (2492.699%) if compared with the other short-term assets. This indicates that Kim Hin Industry Berhads liquidity needs is improving over the year. Although long term asset and long term liability show a downturn from year to year, they are still remained above the level of total long term assets based on year 1996. From here we can see that sales growth are faster than the inventory growth. This is a good sign for Kim Hin Industry Berhad. This may be due to the better inventory system in this company. Net income shows a rising trend over these six consecutive years except in year 1998, the net income decreased 33.954% if compared with year 1996. Besides, account receivables are growing faster than the sales (118.975% versus 110.042%), this is suggestive for a more aggressive credit policy. After doing the time series forecasting of the value of sales and net income in year 2003, we predict that both categories will be in a decreasing trend, which reach an amount of RM 15,561,322.19 for net income and RM 150,277,952 of sales. From Table 9, the value of cash flow adequacy ratio (CFAR), which is 1.01606, indicates that this company is able to cover these cash without a need for external financing. The debt ratio of this company over five years is decreasing from year to year. This implies that the portion of assets that are being financed by the creditors are keep on dropping. Furthermore, the debt to equity is decreasing from year 1997 (0.352044 times) to 2001 (0.161399 times). The highest ROCE over these five business-operating years is in year 1997 which yield an amount of 27.8%. The growth rate is decreasing, which shows by the SEGR, from 25.03% in year 1997 to -5.827% in year 1998. After year 1998, the growth rate increase steadily from year 1999 (7.116%) to 2001(11.35%). Although the companys earning per share decreases from 0.18 in year 1997 to 0.05 in year 2001, the dividend yield increases from 0.53 in year 1997 to 0.98 in year 2001. In year 1998, dividend yield comes to it highest point of 3.23 which designates that the selling price of each share, the company will get RM 3.23 dividend in return. The PE ratios of Kim Hin Industry Berhad fluctuate over time. The highest PE ratio among these five years is in year 2000, which yields that the company should sell its share for RM 27.90 in order to earn RM 1.00. Kris Components Berhad Table 10 shows a common-size analysis of capital structure for Kris Components Berhad. For year 2001, liabilities constitute 52.1% and equity 47.9% of Kriss financing, while long term liabilities equal l2.41%. Total liabilities is increase from 22.44% in year 1997 to 52.1% in year 2001, whereas total equity capital has decreased from 77.56% to 47.9%. This shows that there is a greater likelihood of insolvency in company since the higher the proportion of debt, the larger the interest charges and debt repayment. Table 11 shows the trend index of selected accounts of Kris Components Berhad. The cash and cash balances was decrease dramatically from 864% in year 2000 to 530.3% in year 2001, whereas inventory is increase substantially from 639.3% to 1049.8%. This shows that the company has more funds invested in inventory in year 2001. However, the inventory growth is less than sales growth from year 1998 to year 2001. Net income is in an increasing trend except from year 1999 to 2000. Therefore, we have forecasted the sales and net income using regression model for year 2003. As the result, estimated sales in 2003 is RM 484,523,776.2 while the estimated net income is RM46,118,828.51. Refer to Table 12, the total debt to equity ratio shows an increasing trend during the 5 years period. This indicates the proportion of the companys capital that derived from debt is larger compared to other sources of capital. The total debt to equity ratio in year 2001 (108.475%) shows that the likelihood of insolvency in the company is greater especially during periods of earnings decline. The debt ratio of the company also increases over the 5 years period. It shows the portion of assets that is financed by creditors is increase from year to year. The return on invested capital ratio is fluctuated over the 5 years period. It shows 12.43% in 1999 indicates the company is able to attract financing compare with previous year. Kriss higher return on common shareholders equity as compared to its return on invested capital reflects the favourable effects of financial leverage. That is, Kris is successfully trading on the equity. Kriss cash flow adequacy ratio for the five-year period is 0.364, implying that funds generated from operations are insufficient to maintain dividends and current operating growth levels and there is a need for external financing. Kris sustainable equity growth rate in year 2001 is 12.14% compare with 10.01% in year 2000, markedly improve relative to prior years. This indicates better future growth in sales and earning. The year 2001 net income of RM19.771 million and dividend of RM 3.711 million leave sufficient funds for reinvestment and internally financed growth. While earnings per share increase from RM0.20 in year 1998 to RM0.42 in year 2001, the PE ratio was fluctuate during that period. Dividend yield was decline. Declining in dividend yield is attributable mainly to increase in PE ratio. YTL Cement Berhad Refer to Table 13, the company total liabilities decreased since 1999 with 65.1% compare to 36.36% (2002). Besides that, the overall total shareholders equity fluctuates each year with a moderate high percentage (63.64%) in 2002. The total debt to equity ratio is decreased from year 1999 to 2002. There is a sudden decreased of almost 70% from 186.506% in 1999 to 57.139% in 2002. Table 14 indicates that the sales and the net income of the company was in good condition for 4 consecutive years with an increment from 79% (1999) to 188% (2002) and net income increased from 21% (1999) to 438% (2002). In addition, we have forecasted the sales and net income using regression model for year 2003. As the result, estimated sales for year 2003 slightly decrease with the amount of RM 382,055,745.50 compare to 2002 with the amount of RM 422,639,071 while there is a rise in estimated net income for 2003 with RM7,454,009.69 (refer to Appendix). From the short-term liquidity ratio of YTL Cement Berhad, we analyze the companys inventory turnover. From Table 14, we can see that the companys inventory turnover increased over 4 consecutive years from year 1999 to 2002. We can also see that there is a sudden increased of almost 50% in 2000 due to an increased in YTL Cement Berhads sales from 109% in 2000 to 188% in 2002. This shows that there is effectiveness in managing inventory by YTL Cement Bhd. Besides that, CFAR for YTL Cement Berhad for 5 years period is 2.33 (refer to Table15). This ratio indicates that the company is able to cover cash needs without a need for external financing. The return on invested capital (ROIC) is increased from year 2000 to 2002. This is cause by the increment in the net income of the company over the past 3 years. Similar to ROIC, return on common equity (ROCE) of the company also increased. This is cause by the rise of the net income of the company over the past 3 years from 113% (2000) to 438% (2002) (refer to Table14). Sustainable equity growth rate (SEGR) recognizes the internal growth for YTL Cement Bhd depends on both earnings retention and return earned on earnings retained. There is an improvement on SEGR for 5 consecutive years from 1998 to 2002 after a sudden drop from 13.52% in 1997 to 1.58% in 1998 due to the occurrence of financial crisis (refer to Table15). From the view of financial market measures, YTL Cement Berhad EPS increased for 4 consecutive years from 0.03 in 1999 to 0.479 in 2002. This shows that the company earnings had improved over the periods. The company had lower PE ratio during year 2002, 2001, 2000 compare with the previous 3 years. This is good for the company. The company highest DY (5.12) was in 1998 compare to other years (refer to Table 15).

Black Inventors - Patent Holders List Index R

Black Inventors - Patent Holders List Index R Black history inventors are listed alphabetically: use the A to Z index bar to navigate and select or just browse the many listings. Each listing has the name of the black inventor followed by the patent number(s) which is the unique number assigned to an invention when a patent is issued, the date the patent was issued, and a description of the invention as written by the inventor. If available, links are provided to in-depth articles, biographies, illustrations and photos on each individual inventor or patent. How to submit to the database. Victor Llewellyn Ransom #3,231,866, 1/25/1966, Traffic data processing system#3,866,185, 2/11/1975, Method and apparatus for gathering peak load traffic data Debrilla M Ratchford #4,094,391, 6/13/1978, Suitcase with wheels and transporting hook Ernest P Ray #620,078, 2/21/1899, Chair supporting device Lloyd P Ray #587,607, 8/3/1897, Dust pan Andre Reboucas NA 1895 approx Torpedo Craig C Redmond, Sr. #6,085,356, 7/11/2000, Waist Band Expander Judy W Reed #305,474, 9/23/1884, Dough kneader and roller Humphrey H Reynolds #275,271, 10/7/1890, Window ventilator for railroad cars#437,937, 4/3/1883, Safety gate for bridges Mary Jane Reynolds #1,337,667, 4/20/1920, Hoisting and loading mechanism Robert Randolph Reynolds #624,092, 5/2/1899, Nonrefillable bottle Jerome Bonaparte Rhodes #639,290, 12/19/1899 Water closet Albert C Richardson #255,022, 3/14/1882, Hame fastener#446,470, 2/17/1891, Churn#529,311, 11/13/1894, Casket-lowering device#620,362, 2/28/1899, Insect destroyer#638,811, 12/12/1899, Bottle William H Richardson #343,140, 6/18/1889, Cotton chopper#405,599, 6/18/1889, Childs carriage#405,600, 6/1/1886, Childs carriage Charles V Richey #584,650, 8/3/1897, Car coupling#587,657, 10/26/1897, Railroad switch#592,448, 12/28/1897, Railroad switch#596,427, 12/13/1898, Fire escape bracket#615,907, 6/3/1913, Combined cot, hammock, and stretcher#1,063,599, 7/7/1931, Telephone register and lock-out device#1,812,984, 2/14/1933, Lockout for outgoing calls for telephone systems#1,897,533 6/15/1897, Time control system for telephones Alvin Longo Rickman #598,816, 2/8/1898, Overshoe James Ricks #338,781, 3/30/1886, Horseshoe#626,245, 6/6/1899, Overshoe for horses Norbert Rillieux #3,237, 8/26/1843, Improvement in sugar works#4,879, 12/10/1846, Sugar processing evaporator Cecil Rivers 6,731,483, 2/14/2003, Circuit breaker with single test button mechanism Louis W Roberts #3,072,865, 1/8/1963, Gaseous discharge device#3,257,620, 6/21/1966, Device for gas amplication by stimulated emission and radiation GASAR#3,377,576, 4/9/1968, Gallium-wetted movable electrode switch Elbert R Robinson #505,370, 9/19/1893, Electric railway trolley#594,286, 11/23/1897, Casting composite or other car wheels Hassel D Robinson #D 66,703, 2/24/1925, Design for a traffic signal casing#1,580,218, 4/13/1926, Traffic signal for automobiles Ira C Robinson #3,577,514, 5/4/1971, Sustained release pharmaceutical tablets James H Robinson #621,143, 3/14/1899, Lifesaving guard for locomotives#623,929, 4/25/1899, Lifesaving guard for street cars John Robinson #356,852, 2/1/1887, Dinner pail Neal Moore Robinson #1,422,479 7/11/1922 Vehicle wheel Arnold Romain #402,035 4/23/1889 Passenger register Raymond E Rose #3,618,388 11/9/1971 Control apparatus Archia L Ross #565,301, 8/4/1896, Runner for stoops#605,343, 6/7/1898, Bag closure#638,068, 11/28/1899, Trousers support or stretcher Joseph Ross #632,539, 9/5/1899, Hay press David N Roston #556,166, 3/10/1896, Feather curler Edwin R Russell #2,855,269, 10/7/1958, The separation of plutonium from uranium and fission products#2,992,249, 7/11/1961, Ion exchange absorption process for plutonium separation#3,296,123, 1/3/1967, Removal of cesium from aqueous solution by ion exchange#3,309,323, 3/14/1967, Thorium oxide or thorium-uranium oxide with magnesium oxide Jesse Eugene Russell #5,930,247, 7/27/1999, Broadband data reception system for Worldnet access#6,044,403, 3/28/2000, Network server platform for Internet, Java server and video application server John Russell #6,968,993, 11/17/2003, Mailbox assembly Joseph L Russell #3,995,011, 11/30/1976, Preparation of tungsten hexafluoride from halogen and hydrogen fluoride Lewis A Russell #544,381, 8/13/1895, Guard attachment for beds Earl Ryder #3,129,095, 4/14/1964, High silicon cast iron

Global economy Essay Example | Topics and Well Written Essays - 2500 words - 1

Global economy - Essay Example Nevertheless, the end of 2010 was marked with the U.S.’s decision to throw additional money into the domestic economy, to encourage economic growth and slow down the economic downturn. Controversial and radical, the decision to apply to quantitative easing became one of the most actively discussed issues in economics. That quantitative easing has far-reaching implications for the domestic and global economy cannot be denied, but its role in the development and expansion of the positive economic growth is yet to be defined. At the end of 2010, the Central Bank of America announced its decision to pump up additional $600bn into the domestic economy (Elliott & Inman 2010). The decision to use quantitative easing mechanisms was justified by the failure of the American federal authorities and the Fed to accelerate economic growth, encourage lending, and reduce unemployment (Elliott & Inman 2010). It should be noted, that the past recession became the worst economic downturn in Amer ica and the rest of the world since the Great Depression (Elliott & Inman 2010). As a result, traditional instruments of economic recovery failed to improve the situation. Quantitative decision for the U.S. was similar to the instrument of last resort, when there is nothing else the Fed can do to alleviate the burden of economic problems within the country. As part of its strategy, the Fed would purchase long-term Treasury bills every month, until the middle of the year, totaling to $75bn (Elliott & Inman 2010). The United States claims that quantitative easing is simply inevitable, when the state wants to preserve â€Å"ultra-low† interest rates for an extended period, thus keeping the amount of the borrowing costs unchanged for at least two years (Elliott & Inman 2010). The principal intentions of quantitative easing are but positive. The reality, however, is not as bright as economic theory tries to create it. Even if quantitative easing has a potential to support relative stability in the U.S., it may have damaging and even fracturing effects on the global economy. It should be noted, that economic theory treats quantitative easing as â€Å"the central bank’s asset purchases that are designed to inject money directly into the economy to raise asset prices, boost spending and so keep inflation on track to meet the 2% target† (Ganley 2010). The most probable sources of additional assets for the Central Bank include â€Å"insurance companies, banks and non-financial institutions, pension funds and firms† (Ganley 2010). Such injections directly into the economy are justified by the rapid contractions in the amount of spending that follow global financial crises (Ganley 2010). More often than not, quantitative easing is used to stop price deflation and encourage real output (Ganley 2010). The history of quantitative easing dates back to the beginning of the 1990s, when Japan found itself in the midst of a deep economic and financial crisis (Kurihara 2006). â€Å"The development and implementation of the zero interest policy had to encourage economic recovery but did not produce any real effect on the economic development in the country† (Kurihara 2006). Quantitative easing was introduced to initiate long-term economic growth in Japan. Unfortunately, and after so many years of economic recovery and growth in Japan, whether quantitative easi

The Prefabricated Houses Term Paper Example | Topics and Well Written Essays - 3750 words

The Prefabricated Houses - Term Paper Example One of these types of buildings is known as "prefabricated house" that kind of housing can be finished in short period and manufactured off-site in advance. It consists of standard sections that can be easily shipped, assembled, and dis-assembled. Moreover, the cost of  prefabricated  unit  is equivalent to  30-40%  of the cost of typical unit. This paper explores prefabricated housing, benefits, types, installation procedure, misconceptions, and future prospects. Prefabricated Houses Defined Prefabrication is a process of assembling the components of a particular structure in a factory and transporting the finished assemblies or sub-assemblies to the construction site where the final product is to be installed. The process is an alternative to the traditional on-site construction practice where raw material is gathered and assembled on location of construction (Daab, 2008). The primary principle of prefabrication is grouping comparable construction tasks and applying assem bly line techniques on construction site where skilled labor is available. The process is also called off-site manufacture (OSM). The practice is more effective when modularization is also employed, that is, the process of repeating units of form throughout the structure, or when several replica of the same basic structure are to be built (West 1). According to Callcutt Review of House building Delivery (2007) prefabrication is time-saving, economical, and provide high quality end product. In addition, the process has a potential to offer faster construction, cleaner and safer working conditions, reduced housing faults, reduced construction waste, and more energy efficient homes. On the other hand, some of the challenges of prefabricated housing include: interface detailing, handling and supply chain logistics, transportation to location, investment ability, and social stigma (West 1).Schweitzer and Michael state: "The earliest known examples of successful prefabricated housing in A merica came soon after, however, the "great house" of Edward Winslow was sent from England to Cape Ann northeast of Boston in 1624 to provide for the fishing fleet already operating there. The building was reportedly moved several times subsequently and parts of its supposedly were built into a house in Salem, Massachusetts, still standing today, more than 300 years later."(57) Types of Prefabricated Housing According to BRE and UK Department for Communities and Local Government (Callcutt, 2007) there are three types of prefabricated systems used by housing market. It includes volumetric systems, partial modularization, and prefabrication of elements. Volumetric systems include completely assembled three-dimensional modular units manufactured in a factory and installed on location. Partial modularization includes standardized units or elements while prefabrication of elements refers to an assortment of individual systems including 'frames' and 'structural insulated panels (SIP)'.Eac h of these systems has its own pros and cons, however, all of these are important for prefabricated housing market because of their use in isolation or combination as hybrid techniques(Callcutts,2007). Three types of prefabricated housing market sections include modular, penalized, and precut. A modular home system consists of three-dimensional unit. It includes interior and exterior walls, plumbing, wiring, and other kinds of utility

Service Provisions for the Elderly

Service Provisions for the Elderly ANSWER: Have you ever wondered why people say it is rude to ask a girl for her age? Do you know why most adults cringe every time they celebrate their birthdays? Truth be told, most of us fear aging because we associate it the gradual loss of our physical and mental abilities which in turn affects our emotional state. Bernard Nash asks, â€Å"Does it not strike you that we all want to live longer but none of us wants to grow old?†[1] Tangelder, J. (2014). He believes that aging, to most of us, is like a paradox. We enjoy life enough for us to choose to live longer yet we fear the effects of aging because it links towards the inevitable end. Most of us view aging as a loss of the benefits of our youth and the gain of multiple drawbacks of aging like diseases and illnesses such as dementia and hypertension. Physically speaking, it is a known fact that we lose a lot of control when we age. We lose the ability to walk properly, pee at will, see clearly, hear accurately, and so on. Also, aging introduces things that we do not have control of like arthritis, diabetes, sleep disorder, and many more. Aging even affects most of us emotionally. People get depressed from losing all the control that they once has. All these negative ideas leaves most of us with the fear of growing old. However, people need to understand that there are multiple ways to â€Å"age gracefully† and cope with these changes through the advent of medical advancements and growing concerns of aging. We can now cope to the point where we can enjoy the transition from being young to becoming elderly. All people need is a little support as we go through all these changes of being an elderly. One of the most important kind of support that people need is emotional support. We can get these support from our own families and friends. Some people also find comfort by going to their church community or marae based community. Also, here in New Zealand, there are a lot of support groups that can help people who get depressed from not being able to do what we were so accustomed to do. In Auckland alone, there are multiple organisations such as GROW, Balance NZ, Emotions Anonymous, Franklin Depression Support Group, Raeburn House, Men’s Change Support Group, and many more. All of which aims to help those undergoing change and depression. There even is a Depression Helpline. All these networks for us to use so that we can learn a thing or two about battling our demons of aging. Furthermore, there are multiple support organisations that help with common geriatric issues. One for which is Health and Disability Advocacy Service. Advocates help those who think their rights are being violated. In this case, one’s rights to health and disability service. Advocates side with the service-user. They generally listen to one’s concerns, explain your rights, suggest different courses of action, and support the actions that one takes. In New Zealand, this is a free service. This service is very important because it is always nice to have someone behind your back. If things go south, at least you know there is a group willing to listen and help with your health and disability problems. As we all know, Alzheimer’s disease is the most common form of dementia. â€Å"Alzheimer’s disease is an irreversible, progressive brain disease that slowly destroys memory and thinking skills, and eventually even the ability to carry out the simplest tasks.†[2] (â€Å"Alzheimer’s Disease†, 2011, p. 1). Because of this, I believe that Alzheimer’s New Zealand is another support organization that assists the elderly to cope with this particular disease. They are a non-profit organisation that support people with this disease by giving information and education programmes to aid in better understanding of the disease. They also assist people by giving them useful information on how to provide financial support in availing of further assistance from other supportive organisations. HealthEd is another support organisation that helps with the aging process. Basically, HealthEd provides a list of free health catalogue resources conveyed by the Ministry of Health and Health Promotion Agency. Though they do not provide free services, what they offer is free information. People in New Zealand will be able to access unlimited information about certain health diseases or issues such as arthritis, Alzheimer’s, stroke, and many more. For me, information is very vital because it helps people understand what they have, what they are going through, and how they can cope. There may be information on how to contain the disease, maintain good health, or eliminate the disease all together. Age Concern is also an important organisation here in New Zealand. Their primary focus is to promote the dignity, respect, rights, and wellbeing of older people. Similar to HealthEd, they have many useful articles in their own website about aging. They help the elderly in New Zealand by providing information and support. They want to have a society in which the elderly are included rather than excluded. They want to establish a place where the elderly plays a valued role in the community. Age Concern also helps with social isolation, loneliness, and elder abuse. Finally, the SuperGold Card is one way of showing how much New Zealand appreciates and values the contributions of the elderly. Basically, by having this card, the elderly can enjoy discounts and offers from different establishments. There is no actual retirement age in New Zealand but once elderly can no longer work, they generally have limited funds. Having these discounts will help them enjoy the finer things in life. After all, they do deserve it. Besides the different support organisations, New Zealand also has different service provisions that the elderly can choose to avail. One example is the hospital. Here in New Zealand, there are many private hospital establishments that specialize in elderly care. People who choose to avail this service are those who require hospital level of care. Whoever avails of this service can be assured that qualified clinical staff will be with them for the duration of their stay. Doctors, nurses, therapists, pharmacists, and other medical staff will be present in these establishments. Hospices are another service provision present in New Zealand. Hospice New Zealand (2014) explains that hospice care has a unique whole person approach – which means physical, spiritual, emotional and social needs are equally important – a multidisciplinary team provides care for the person who is dying and their families and friends, both before and after a death.[3] Hospices tailor-fits an elder’s treatment plan based on what he or she thinks is important. If an elderly service user believes that being a part of the community is essential to growing old, then the hospice sees to it that the service user remains part of the community. Based on my current experience, this is done by taking them out of the house and having them do things they like such as bowling or doing the groceries. Residential Care is also a service provision in which the elderly can avail. This is a long-term care given in a rest home which includes rest home care, continuing hospital care, and dementia care. Residents of New Zealand get a Residential Care subsidy through government funding. This is very important because this helps geriatric people financially. Even if the government does not pay all the cost of this service, it is a very big help compared to other countries where they need to spend money from their own pockets. Nursing Homes is similar to Residential Care. The biggest difference is the level of care offered by these homes. Residential Care is more on the activities of daily living while Nursing Homes involves the medical aspect such as giving of medication and providing basic first aid when needed. According to Jenni Wiltz (2013), nursing care facilities provide room, board and care for patients who aren’t able to live on their own or in an assisted living facility due to serious debilitation or a medical condition.[4] Another service provision that is out there is Independent Living services. Adolf Ratzka (2003) defines Independent Living as a philosophy and a movement of people with disabilities who work for self-determination, equal opportunities and self-respect.[5] Independent Living does not mean that the service user does not need any help at all. Independent Living is being able to have the same rights and choices that other non-disabled people have. Even if we grow old, that does not mean we lose the control we have in making choices for ourselves. I also consider Day Care a crucial service provision that can assists the elderly. Before we get old, we enjoy doing different things like swimming, horseback riding, or going to the beach. When we get old, it does not mean we stop liking these things. Day Care is a programme where the elderly can continue to enjoy the things they used to do. In the place I work, we see to it that our service users do things they enjoy. We take them swimming, bowling, laughter yoga, and many more. All these support organisations and service provisions are there for a reason. As an employee of Kindly Residential Care and Rest Home, I believe that the above mentioned organisations and services should be accessed so that our service users can enjoy the finer things in life. By introducing them and their families to these options, our service users will have the dignity to age gracefully. They might even consider this stage in their lives to be the best among the rest and, possibly, look forward to what awaits them in the not so distant future. ANSWER: SOCIAL ISOLATION OF THE INDIVIDUAL AND THEIR FAMILY When people grow old, it is a known fact that they gradually lose the different abilities and skills they once had. This muddles one’s emotions to a point of them losing their own self-confidence thereby choosing to isolate themselves from their families, friends and others. But social isolation isn’t only a result of one’s own doing, society tends to isolate the elderly thinking they are too fragile to do anything. Kindly Residential Care Rest Home understands the importance of being part of a bigger whole. We have partnered with different organizations to ensure that our service users remain part of society. We also have a series of activities and programs that our service user can choose to be a part of such as: Day care Swimming 10 pin bowling Fishing Horseback riding Group recreational activities like coloring, drawing, and painting. Music therapy Laughter yoga Others ASSUMPTION OF AUTOMATIC LOSS OF INDEPENDENCE Society has this concept that the older people get, the more they would need our assistance. Though this is somewhat true, it does not mean these people automatically lose all sense of independence. They may not be able to do the things they used to do but they still have right to independence and choice. In Kindly Residential Care Rest Home, we make sure that our service users are given the dignity to remain as independent as possible through various ways such as: Giving them a chance to choose. They can choose what to wear, what to eat, or what chores they want to do. Encourage and empowering them to do things. Assigning of tasks will make them feel like they are part of a bigger picture. Supporting them as needed. We do not do things for them but we assists them whenever there is a need. Being patient and letting them do things at their own pace. As long as the job is done, it does not really matter how long it takes. Educating the service users, their families, and society. Everyone should know what the service user is going through so that everyone will be on the same page when it comes to caring for the service user. UNABLE TO MAKE DECISIONS ABOUT OWN CARE People often have this misconception about the elderly not being able to make sound decisions about many things especially their own care. Most elderly people retain the ability to make decisions but there are a few that require aid and support. We, at Kindly Residential Care Rest Home, believe in supporting our service users in whatever decisions they make as long as no harm will come to them. By partnering with other organizations, we can assure our service users that they can make the best educated decision regarding their health. Our partners are: Health and Disability Advocacy Service Age Concern Grey Power Carers New Zealand HealthEd Alzheimer’s New Zealand SeniorLine Others DISSATISFYING INTERACTIONS WITH THE MEDICAL COMMUNITY People often write off the elderly because they assume that the elderly have no clue as to what they are doing or as to what is currently going on around them. We live in a fast-paced world and people think that the elderly take too long to catch up. People think the elderly cannot learn new things. Especially in the medical community, medical staff tends to do things for the service user to speed up the process. Instead of giving the elderly a chance to accomplish something, most staff ignores this. This results in both parties having the wrong conception towards each other. Most medical communities feel like the elderly are always unsatisfied with their help while the elderly feel like they are being taken for granted. Kindly Residential Care Rest Home sees to it that every service user is given full attention especially when it comes to their medical status. This can be achieved through: Prioritizing the service user Practicing active listening Personalizing the type of care towards the needs of the service user Quarterly review to check what is working, what needs to be done, and what to improve on. Proper training of staff if needed UNCERTAINTY OF SUPPORT SERVICES AND TREATMENTS People usually fear the unknown. The elderly never had the same access to internet as we do. Knowing and getting specific information about the different support services and treatments out there was very hard to come by. And once they do come by a specific support service or treatment they have not heard of, they will be very skeptical and hesitant to try it. Unlike today’s generation, we can easily read people’s comments and testimonials about a certain support service or treatment. Through those, we can make a sound decision whether to go through with the program or not. Kindly Residential Care Rest Home fully understands this dilemma most service users have and we have dedicated ourselves to helping our service user find the right support service or treatment that best suits them. Because of our vast knowledge and partnership with support organizations, we make sure each service user knows about their options by: Explaining about the program Telling them about the advantages and disadvantages of the support service or treatment Giving recommendations Enrolling them for a trial period if possible Making follow-ups to see if the service user is satisfied with the service BIBLIOGRAPHY http://www.mentalhealth.org.nz/resourcefinder/listings/resource/73/support-groups/ http://advocacy.hdc.org.nz/ http://www.alzheimers.org.nz/about-us http://www.ageconcern.org.nz/ http://www.caughey-preston.org.nz/services/hospital-care/ REFERENCES Tangelder, J. (2014). Aaaaagh! I’m Getting Old. Power to Change: Experience his Power. Retrieved from http://powertochange.com/experience/life/gettingold/ Alzheimer’s Disease: Fact Sheet. (2011). National Institute of Aging, No. 11-6423, Pg. 1. Hospice New Zealand. (2014). What is Hospice? Retrieved from http://www.hospice.org.nz/ Ratzka, A. (2003). What is Independent Living – A Personal Definition. Journal of Independent Living Institute. Retrieved from http://www.independentliving.org/def.html [1] Tangelder, J. (2014). Aaaaagh! I’m Getting Old. Power to Change: Experience his Power. Retrieved from http://powertochange.com/experience/life/gettingold/ [2] Alzheimer’s Disease: Fact Sheet. (2011). National Institute of Aging, No. 11-6423, Pg. 1. [3] Hospice New Zealand. (2014). What is Hospice? Retrieved from http://www.hospice.org.nz/ [4] Wiltz, J. (2013). Residential Care VS Nursing Home. Journal of Livestrong.com. Retrieved from http://www.livestrong.com/article/164027-residential-care-vs-nursing-home/ [5] Ratzka, A. (2003). What is Independent Living – A Personal Definition. Journal of Independent Living Institute. Retrieved from http://www.independentliving.org/def.html

Establishign a Company Pmo, Ppm & Governance Structure

A project management culture is important in today’s competitive environment. If the company is to thrive and meet future financial targets, project management principles and practices must be a part of our business management model. Every employee must understand how critical this undertaking is. Below are examples (Gary, Larson, 2008) of business environment drivers that are moving the company to create this extremely important initiative. oIn high-tech industries, the product life-cycle is averaging 1 to 3 years.Approximately 30 years ago, life cycles of 10 – 15 years were not uncommon. Time to market for new products with short life cycles has become increasingly important. oThe open global markets of today demand cheaper products and services but also better products and services. This coincides with the quality movement and the practice of building quality into the project plan. oThe growth in new knowledge and understanding has increased the complexity of project s because projects encompass the latest advances from the materials used to the specifications, codes, equipment and specialists required to complete the project objectives.Increased competition has placed much emphasis on customer satisfaction. No one settles for generic products and services. The demand is around customized products and services that cater to specific needs. Years ago there was more of a â€Å"one-size fits all† approach. Now there is a great deal of selection. In summary, there are a substantial number of environmental forces requiring the company to take project management to the next step. The company project management initiative will position us for the future business environment which will require increased accountability, flexibility, innovation, speed and continuous improvement.This briefing will describe this company initiative and plans to create a Project Management Office (PMO), initiate Project Portfolio Management, an improved governance stru cture and addresses a change in culture to assure project management and proper governance are part of our daily activities. Establish Project Management Office Project Management Offices often have different styles (Morris, 2008). The company PMO will have a style of â€Å"Operational Partner. † The PMO is not only to create the project management methodology and governance, it will also help organizations grow and meet their strategic targets.The PMO will also be a major factor in project selection through Project Portfolio Management (PPM). This will assure projects are being selected for their overall contribution and alignment to the company strategies. The responsibilities of the PMO are: oMethodology Creation – Creates successful and repeatable processes in support of the company project management methodologies. oProvide Project Management – Supply the project management function to the company business units. Centralized Reporting – Organizationa l level reporting providing complete views of all project activity and summarizing cost and progress reporting for the entire company. oKnowledge Center – Act as an advisor and will maintain a knowledge center for project documentation. oProject Selection – Creating criteria and methods for project selection via a Project Portfolio Management process. The plan (see accompanying MS Project File) to establish the Project Management Office starts with a Brainstorming session with the CIO.This session leverages participant innovation and â€Å"out of the box† thinking to establish the PMO strategy management elements (Vision, Mission, Goals). Once the strategy management elements are defined, the PMO design and architecture phase will start. During this phase, the PMO Responsibilities, Authority and Accountabilities (RA&A) are documented, the team architecture is defined and the facilities requirements are documented. Choosing the PMO team could be the single most i mportant decision in establishing the PMO (Campbell, Baker, 2007).During the development phase, the PMO staff, team operating rhythm, PMO processes will be created and the facilities build up occurs. Establish Project Portfolio Management A Project Portfolio Management (PPM) methodology will be established. The purpose of the PPM is to assure approved projects are aligned with the company strategic goals and priorities. This methodology will provide information that enables better business decisions. Figure 1 shows a conceptual project scoring matrix that may be used to measure projects against specific criteria.Projects that are approved will be tracked to assure the business case comes home and the forecasted return on investment is realized. The plan (see accompanying MS Project File) to establish PPM, like the PMO, starts with a brainstorming session and again will include the CIO and leverage participant innovation and â€Å"out of the box† thinking. The key outcome of t he session is to define and document the objectives of the PPM and each step of a PPM gated process. The PPM gates to be defined are: oGate 1 – Define and Prioritize Business Strategy Gate 2 – Capture and Publish Idea oGate 3 – Publish Business case for Idea Review and Rating oGate 4 – Idea Analysis and Approval oGate 5 – Finalize Design Document oGate 6 – Approval Each gate will go through a design phase prior to entering the development phase. A formal tracking method and visual controls will be created to include â€Å"return on investment† verification. The net present value (NPV) model will be used to access the project against management’s minimum desired rate-of-return to compute the present value of all cash inflows.If the result is positive, it will be eligible for further consideration. Other project considerations are shown below. oIncreasing market share oIncreases difficulty for competitors to enter market oCreatio n of an adjacent product or service oIncreases independence from unreliable suppliers oCreation of new technology that enables new products or product derivatives oCreation of a product that will increase sales of more profitable products oReduced production defectsFigure 1 – Conceptual Project Scoring Matrix (Gary, Larson, 2008) Each project will be scored against the selection criteria. Based on the scoring for the project a total scoring based on the weighting will reflect the final score. Establish Governance Structure In order for the PPM to function properly, an Investment Review Board (IRB) must be put in place to assure proposed projects are brought through the approved process, voted on based on the selection criteria established and formally tracked to the success criteria stated in the business case.Each functional area will have representation on the IRB. This assures that impacts to the overall company priorities can be assessed and result in the best possible go vernance of the projects and priorities in alignment with the company strategies. Like the other major planning components of this company initiative, the plan to build the new Governance Structure will start with a brainstorming session. The session will include the CIO and a representative from each of the functional areas.This provides an opportunity for a manager from each area to help shape this important board and voice any risks or issues to assure these are addressed in the design and architecture phase in creating the governance structure. The session will focus on foundational elements in creating the new structure such as board chartering, RA&A (Responsibility, Authority & Accountability), team structure and operating rhythm. A draft of a governance board structure is shown in figure 2 to facilitate initial discussions. Figure 2 – Governance Board Structure Establish Culture Change/Communication PlanThe success of this company initiative is in the hands of every te am member in the company. If we are going to remain competitive and thrive in a global market, we must take our business disciplines in project management and governance to the next level. A communication plan is part of the overall plan to assure the flow of information horizontally and vertically. Culture change requires a high degree of multi-faceted communications (hybrid of high touch and no-touch). This plan supports a corporate communications expert to help assure â€Å"the right information† is getting to â€Å"the right individuals† as â€Å"the right time. This includes branding the activities for promotional purposes and creation of escalation paths for any employee (non-management and management alike) with questions, concerns and issues surrounding the initiative. This effort will mitigate previous issues where a top down deployment of a company initiative did not enable the escalation of issues and concerns related to the implementation challenges experi enced by the employees. Summary This plan requires a commitment from all employees. We can not afford to fail in our efforts.Securing our future growth and prosperity are paramount in the challenging business climate of today. To help the company make this successful journey, extensive use of the Independent Review process (to be created by the PMO) will assure full implementation of the initiative and achievement to the expected level of performance. The benefits of this initiative will be seen and felt by every employee in the way of focused efforts that are sized and prioritized for the approved resources and aligned to the company strategies resulting in greater levels of shareholder value.Thank you in advance for your support of this plan. NOTE: A non-recurring budget snapshot for the development and implementation of this initiative is shown in figure 3. Figure 3: Non-recurring Budget SnapshotReferences Morris, Rick A. (2008) The Everything Project Management Book 2nd Edition Avon, MA: Adams Media Gary, C. F. , Larson, E. W. (2008) Project Management – The Managerial Process New York, NY: McGraw-Hill Irwin Campbell, G. M. , Baker, S. B. (2007) Project Management Fourth Edition New York, NY: Penguin Group

Perfect Domestic Wives - 1069 Words

Perfect domestic wives are expected to maintain a spotless home, raise angelic children, and preserve their energetic, polite exterior. Gender roles and freedom of women in the 19th century are the main themes in Henrik Ibsen’s â€Å"A Doll’s House.† The movement for women’s rights succeeded in Norway shortly after this time period. However, during the 19th century, Norway experienced peace which led to a concentration on the arts and theatre. New makeup and sets were brought into the theatre. Plays like â€Å"A Doll’s House† by Henrik Ibsen epitomized the new age of theatre, realism, in the 19th century. During the 19th century, Norway had resolved wars and began growing as a nation, Europe experienced the industrial revolution, and class systems developed into daily life. After fighting for many centuries to become an independent country, Norway finally found peace in the time period. The arts thrived led by Henrik Ibsen. Norwegian women be came the first in Europe to be given the right to vote shortly after the 19th century in 1913. While Norway was still poor, the nation continued to grow with pride (â€Å"History†). The Industrial Revolution had made its way to Europe in this time period. About half of the population of England lived in cities, because that was where people could find jobs. Big businesses were booming and laws could not keep up with the companies. Workers were controlled by their employees. The workers’ wages were threatened if they were late or made mistakes.Show MoreRelatedFeminism And Popular Culture : Gender Relations And Feminist Issues1336 Words   |  6 PagesThe Beauty Myth, can be perceived in popular portrayals of women, as their appearances are considered central to their role in the plot. Examples of this include the reality television show, The Bachelor, and the science fiction film, The Stepford Wives. 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