Emergency Evacuation Procedures and Eco Essay Example

Emergency Evacuation Procedures and Eco Essay Example Emergency Evacuation Procedures and Eco Essay Emergency Evacuation Procedures and Eco Essay Testing and Maintenance of Emergency Evacuation Procedures ItemAction required pass/fail requirementFrequency of action Monthly6 monthly12 monthly Emergency plan INSPECT the emergency plan and check for relevancy to the facility. ? Emergency evacuation equipment INSPECT the emergency evacuation equipment and check for compliance with the emergency plan. Emergency response procedures INSPECT the emergency procedures and test for relevancy to the facility by conducting an evacuation exercise for a nominated incident covered by the emergency procedures. Training INSPECT training records and check for compliance with the emergency plan Evacuation exercise INSPECT evacuation exercise records and check for compliance with the emergency plan. ? Emergency control organization (ECO) INSPECT the ECO list and check for compliance with the emergency plan. TEST the ECO for relevance to the facility by initiating an alarm and checking the response for compliance with the emergency procedures. ? Emergency response diagrams INSPECT the emergency response diagrams for relevancy and check for compliance with the emergency plan. ? Assembly areas INSPECT the nominated assembly area(s) and test for relevance to the facility and compliance with the emergency plan Q2) Define Emergency control organization (ECO) and outline the primary roles and responsibilities of the 6 key personnel. An Emergency control organisation (ECO) is a ‘structured organization that will initiate an appropriate response to emergency situations. ’ The primary role of members of the ECO is to ensure that life safety takes precedence over asset protection. Each officer in the ECO shall have clearly defined duties and responsibilities, as follows: (a) Chief Warden on becoming aware of an emergency, the chief warden shall take the following actions: (i) Ascertain the nature of the emergency and determine appropriate action. (ii) Ensure that the appropriate emergency service has been notified. (iii) Ensure that floor or area wardens are advised of the situation. (iv) If necessary, initiate evacuation and control entry to the affected areas. (v) Ensure the progress of the evacuation and any action taken is recorded in an incident log. vi) Brief the emergency services personnel upon arrival on type, scope and location of the emergency and the status of the evacuation and, thereafter, act on the senior officer’s instructions. (b) Deputy chief warden The deputy chief warden shall assume the responsibilities normally carried out by the chief warden if the chief warden is unavailable, and otherwise assist as required (c) Communications officer The communications officer, on becoming aware of the emergency, shall take the following actions: (i) Ascertain the nature and location of the emergency. ii) Confirm that the appropriate emergency service has been notified. (iii) Notify appropriate ECO personnel either by the EWIS or other means. (iv) Transmit and record instructions and information between the chief warden and the floor wardens and occupants. (v) Maintain a log of the events. (vi) Act as directed by the chief warden. (d) Floor or area wardens On hearing an alarm or on becoming aware of an emergency, the floor or area wardens shall take the following actions: (i) Implement the emergency procedures for their floor or area. ii) Ensure that the appropriate emergency service has been notified. (iii) Direct wardens to check the floor or area for any abnormal situation. (iv) Commence evacuation if the circumstances on their floor or area warrant this. (v) Communicate with the chief warden by whatever means avai lable and act on instructions. (vi) Advise the chief warden as soon as possible of the circumstances and action taken. (vii) Co-opt persons as required to assist a warden during an emergency. (viii) Confirm that the activities of wardens have been completed and report this to the chief warden. e) Wardens Persons selected as wardens may be required to carry out a number of activities, including the following: (i) Act as floor or area wardens. (ii) Ensure that the appropriate emergency service has been notified. (iii) Operate the intercommunication system. (iv) Check to ensure fire doors and smoke doors are properly closed. (v) Search the floor or area to ensure all persons have evacuated. (vi) Ensure orderly flow of persons into protected areas, e. g. stairwells. (vii) Assist persons with disabilities. (viii) Act as leader of groups moving to nominated assembly areas. ix) Report to the floor or area warden on completion of required activities. Q3) Using data from the relevant Austra lian Standard as a guide, describe the procedure used to pressure test a delivery lay flat fire hose. (a) Lay the hose out straight on a flat clean surface. (b) Mark the hose/coupling joints so that any movement between the two will be obvious. (c) Fasten the hose ends, to limit movement in the event of rupture. (d) Charge the hose with water to a nominal pressure of 500 kPa, taking care to vent all air. e) Increase the pressure gradually, over a period of not less than 20 s and not more than 2 min, until the required maximum working pressure is reached. (f) Maintain the maximum working pressure for a period of not less than 3 min, while the hose is examined for defects. Bibliography AS 3745 Emergency control organization and procedures for buildings, structures and workplaces AS/NZS 3003:2003 Electrical installations – Patient areas of hospitals, medical and dental practices and dialyzing locations AS 1851. 9- 1997 Maintenance of fire protection Equipment Part 9: Delivery la y flat fire hose

Broadcast vs Broadcasted as Past Form

Broadcast vs Broadcasted as Past Form Broadcast vs Broadcasted as Past Form Broadcast vs Broadcasted as Past Form By Maeve Maddox DM wonders about the usage of words such as â€Å"cast, broadcast, and cost.† As far as I can remember the past tense and past P. of broadcast is broadcast; however recently I checked an online dictionary and it has broadcasted. Is this an American standard or has it always been like this?†¨ The three examples, cast, broadcast, and cost belong to that dwindling category of strong verbs that continue to change their past forms. Broadcasted has already made the leap. The alternate form broadcasted is in the big dictionaries on both sides of the Atlantic. Merriam-Webster lists it among the inflected forms: broadcast also broadcasted; broadcast also broadcasted; broadcasting; broadcasts The OED gives it a nod in very tiny type after its definition of the radio transmission use:  Inflected pa. tense and pa. pple. broadcast. occas. broadcasted. AskOxford is unequivocally accepting: broadcast: verb (past broadcast; past part. broadcast or broadcasted) 1 transmit by radio or television. Although broadcasted has gained acceptance in the realm of radio transmissions, I would hesitate to use the -ed form to refer to sowing. Broadcast entered the language as an adjective to describe the spreading, or casting, of seed by hand, as opposed to planting it in furrows or holes. The first recorded use of the adjective is 1767. The first documented use of broadcast as a verb, still in the context of spreading seed, is 1813. It acquired its radio sense in 1921. When it comes to the regularized forms â€Å"costed’ and â€Å"casted,† writers will want to exercise caution. In modern usage casted is not universally accepted. It’s not even in the online Merriam-Webster Abridged (yet). It is in the OED, but only as an obsolete form of cast. â€Å"Elijah Wood was casted as Frodo Baggins,† sounds horribly incorrect to my ears, but an online search for casted without quotation marks brings up 3,030,000 hits; with quotation marks, 1,250,000. These numbers suggest that â€Å"casted† as the past tense of cast, at least in the context of choosing actors for a role, will eventually make it into standard usage. The form casted also crops up as a suffix in computer jargon: Using modern OpenGL and GLSL for preprocessing and ray-casted visualization, the BlockMap and its evolution are used to build a realtime multiresolution renderer for large urban models. The OED entry offers 83 numbered definitions for cast as a verb, including its use to express the casting of metal, the casting of lots, and the casting of aspersions. For these the standard past form is undeniably cast. (My search also turned up numerous examples of the nonstandard form casted in connection with the casting of metal.) Costed has not replaced past tense of cost in ordinary speech. I don’t think that many native speakers above the age of five would say â€Å"The gum ball costed a quarter.† As a transitive verb meaning â€Å"to estimate or fix the cost of production of an article or piece of work,† however, the accepted past form is costed: Rich world money systems place no value on coral or Amazonian rainforest. They cannot be traded, so they cannot be costed. Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the Grammar category, check our popular posts, or choose a related post below:20 Pairs of One-Word and Two-Word FormsWhat the heck are "learnings"?

Report Essay Example | Topics and Well Written Essays - 750 words - 15

Report - Essay Example According to the Oxy Chemical case, the message is important to top management cadre, employees, and also the public in general. The integration of drug test policy in the organization will help the organization achieve its desired goals and objectives without any setbacks resulting from employee health and safety within the workplace. Drug use and abuse of substance has a negative effect on employees’ performance. As a result, it is imperative for the organization to carry out various intervention strategies and procedures that will curb the problem. According to President Morgan, employees’ drug test in the organization will have a positive impact on employees’ production capacity and promote corporate social responsibility. Morgan argued that alienation of workers from the organization does not solve the entire issue of drug use and substance. Therefore, initiating a procedure through which employees undertake drug testing will help the society, resulting into a positive corporate image (USDL 3). Drug use and abuse of substance can only be mitigated through correction and improvement procedures among employees in order to increase production capacity. Drug testing regulations and laws vary from one country to the other. The implementation of drug testing policies among employees is necessary in some large organizations that have high sensitive jobs. Some governments may prohibit or allow drug test policies for employees in the workplace. For instance, Indian does not have a particular law that prohibits or encourage employees to carry out drug testing. Therefore, the organization is left with the sole responsibility to determine whether to perform drug testing. The Oxy Chemical plant President proposed drug testing among employees aimed at rectifying and improving health standards within the workplace.

Informtion Technology Essay Example | Topics and Well Written Essays - 2250 words

Informtion Technology - Essay Example Larkin university faces the dual challenge of integrating itself into a university from a diverse group of colleges and at the same time deploying a technology blueprint to launch itself as a modern competitive educational institution. While traditional thinking may argue that technology deployment is a secondary tool-oriented task, modern approaches to information technology suggest that a sound IT strategy is not only a key enabler for the institutional plan but also an integrated part of it. As a result, â€Å"correct technologies† can â€Å"enable the required IS and corporate strategies to be achieved† (Clarke, 2001, p. 107). A failure in an organisation’s IT and IS strategy can translate into a failure for the organisation itself. A strategy for IT is closely aligned and integrated with the institutions overall strategy for growth and competitive advantage. Organisations typically have a slow response time to change, particularly so in the case of wide scale technology shifts. Larkin University has the unique ongoing challenge of combining existing collages into a university. This challenge could be turned into an advantage by using the new IT infrastructure as the vehicle of change. Laptops for staff, lecturers and students are just the end user side of the sea change in IT infrastructure and IS strategy taking place at the university. A productivity environment with standardised IT/IS platform and common email would free the users from issues of compatibility and delays in support of disparate systems. An institution-wide Internet availability would allow the university’s intranet to be accessed from anywhere. This higher productivity environment would enable the staff and lecturers to concentrate on their core functions. Standardised administrative applications such as scheduling, registration, fee, etc. can be deployed across the campus with minimum integration issues. Lecturers and students would interact and have access to their

The Lesson Essay Example for Free

The Lesson Essay In â€Å"The Lesson† by Toni Cade Bambara, the author writes about Sylvia’s childhood experience as a student. She is a young-immature, uneducated, and naive kid who doesn’t know much about life, but her teacher tries to help her by giving her a lesson of reality as well to the rest of her students. She describes her teacher as a lady, Miss Moore, with â€Å"nappy hair,† â€Å"proper speech,† and â€Å"no makeup. † Sylvia explains how she feels when she goes to toy store in Fifth Avenue. For example, she says that she feels confused and shamed of being in the store because the writer notates that the store is made for wealthy people. Sylvia’s vocabulary in the literature is very unusual because she expresses her feelings with streets slang. Furthermore, the author explains Sylvia’s economic situation, and Sylvia’s preferences for playing on the streets with her friends instead of going to school. However, by the end of the story, Sylvia learns the meaning of self-motivation. People, things, and attitudes might help to motivate someone to become something in life, but it is up to that someone to become that something. The main character of the story is Sylvia. She is a kid who considers games the only important thing in her life. Paragraph one emphasizes some of the author’s hobbies and ethnicity. She says that she hates the winos because they cluttered up the parks where her friends and she used to play. She argues that her new teacher is black as well (462). â€Å"As well. † she refers of Sylvia as a black kid too. In paragraph three, Sylvia says that she would rather go to the pool or the show where it is cool instead of listen Miss Moore’s arithmetic lesson (463). Another main characteristic of Sylvia is her poor vocabulary. She uses slang and metaphorical language. For example, in paragraph one, she mentions that her cousin â€Å"who lived on the block cause we all moved North the same time and to the same apartment then spread out gradual to breathe† (462). She uses â€Å"cause† instead of because, and when she uses the expression â€Å"gradual to breathe†, she is referring to the space of the apartment. In other words, she tries to say that there is enough space to fit all of her family in her apartment without having luxury. Also, she uses expressions like â€Å"let up†, â€Å"gofer†, â€Å"shit outta me†, â€Å"nappy-head bitch†, and others. Another main characteristic of Sylvia is that she doesn’t make use of her values properly. For example, when she steals the $4 that her teacher gave her to pay the taxi, values are missing. Sylvia just wants to buy barbeque instead of paying the taxi. In paragraph forty, Sylvia lies about a boarder taking a shower when in reality sugar was tied up in the shower, and her aunt caught her lying. Sylvia is a young kid who only cares for games, but the teacher will show her the real meaning of life later in the literature. The main conflict of the story is when Miss Moore tries to give lessons of how democracy works to her students, but Sylvia refuses to go along with them and makes it more complicated. There are two types of conflicts in the author’s writing. The first one is the internal conflict, and the second one the external conflict. The internal conflict is within Sylvia’s perspective. For example, when Miss Moore tries to explain to her students what money is, Sylvia takes the question as an insult (463). She thinks that the teacher’s purposes of making the question is to treat her students as uneducated kids, but what the teacher really tries to say is what money really is, why it is so important in people’s life, how people expend it, and why. The external conflict is between the author vs. the real world. In paragraph twenty six, Sylvia expresses that the boat price makes her angry, but she doesn’t know why (464). In paragraph 40, she says that she feels funny and shame when she walks in to the toy store (465). At the beginning of the writing, Sylvia doesn’t want to accept the concept of Miss Moore, â€Å"Equal chance to pursue happiness means an equal crack at the dough† (465), but by the end of the story she finally gets the lesson. Sylvia says in the last paragraph that she doesn’t care for the $4 that she stole from her teacher, and she wants to think the day through (466). â€Å"The Lesson† is a literature that shows the main character another face of the world. By Sylvia going to the toy store, she realizes that there are people out there who have better economic status than her. She acknowledges the opportunities that her democratic country can offer her such as equal opportunity to get far in life. The settings of the story are very detailed and help the readers understand better that Sylvia is a poor black kid from the North who doesn’t know better about life. For instances, in paragraph 1 the protagonist, Sylvia, describes the park where she and her friends play hide-and-seek. This setting helps the reader to understand that the protagonist of the story is a young teenager kid who rather goes to the park than summer school. The story also makes it clear that Sylvia and her friends are in summer school somewhere in New York close to alley Pond Park or Central Park. With all of settings details that the author tells in the story, readers can interpret that the story probably took place in the 70s or bel because in paragraph 3, the author emphasizes that the taxi ride cost 0. 85 cents. Furthermore, almost by the end of the story, the author describes that the toy store is located on Fifth Avenue which is an avenue in New York City where the most expensive stores are located. Miss Moore takes the kids to the toy store with the purpose of teaching her students that there are people out there in the world who had worked hard enough to reach the type of life style that they ever wanted. Languages devices throughout the story help the readers understand more about the protagonist background and message of the story. For instance, the expensive sailboat in â€Å"The Lesson† symbolizes frivolous uses of money and teaches Sylvia about the economic difference status that exits in her society. It also shows her that everyone is capable of getting anything in life as long one chooses the right path to success. Another language device found in the story is imagery which is emphasized in paragraph one when Sylvia describes Miss Moore’s feet as â€Å"fish-white and spooky† (462). By Sylvia’s slang and words, the readers conclude that Miss Moore’s feet are very white and Sylvia dislike them. Also the audience realize that the protagonist is an immature kid that doesn’t know better about people. Furthermore, Diction is found almost on each paragraph of the story. For instance, when sugar says, â€Å"Back in the days when everyone was old and stupid or young and foolish and me and Sugar were the only ones just right † (462), it gives the readers an idea of the protagonist’s culture, education, and personality. It seems that Sylvia is a young kid who doesn’t understand the stages of life and the opportunities that she has to become a successful adult until her teacher takes her to the toy story. In conclusion, â€Å"The lesson† seems to be a teaching story to kids who don’t have ambition in their life to explore the word and its opportunities. The author makes it very clear that people are what they want to be and what they work for. For instance, in paragraph forty five Miss Moore emphasizes that â€Å"we are who we are[,] but it don’t necessarily have to be that way† (466).

Weaknesses of Esther and Plath Exposed in Sylvia Plaths The Bell Jar E

Weaknesses of Esther and Plath Exposed in The Bell Jar   Ã‚  Ã‚  Ã‚   The glass of which a bell jar is constructed is thick and suffocating, intending to preserve its ornamental contents but instead traps in it stale air.   The thickness of the bell jar glass prevents the prisoner from clearly seeing through distortion.   Sylvia Plath writes with extreme conviction, as The Bell Jar is essentially her autobiography.   The fitting title symbolizes not only her suffocation and mental illness, but also the internal struggle of Plath's alter ego and novel protagonist Esther Greenwood.   The novel illustrates the theme confinement by highlighting the weaknesses of both Esther and Plath.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Esther's first statement, "It was a queer, sultry summer, the summer they electrocuted the Rosenbergs"   (1) sets the tone for the novel and establishes her preoccupation with death.   She alludes to no remorse at the loss of life but rather concentrates on the wonder of execution. This style allows the reader to see the development of confinement; that is, Esther's preoccupation with death entraps her within herself.        Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   It is perhaps her over-analysis of situations that causes the manifestations of her psyche; she consistently volleys between multiple possibilities, searching for the most fruitful option.   The novel's theme is consistently shown as a mental battle of Esther versus herself, a direct result of her mental illness.      It is obvious that Esther is at a crossroads and feels torn by life.   She best describes her feelings with the following passage:   "I saw myself in the crotch of this fig tree, starving to death, just because I couldn't make up my mind which of the figs I would choose.   I wanted each a... ... her a strong person.    Works Cited and Consulted: Brennan, Sheila M. "Popular Images of American Women in the 1950's." Women's Rights Law Reporter 14 (1992): 41-67. Bronfen, Elizabeth. Sylvia Plath. Writers and Their Work. Plymouth, UK: Northcote, 1998. Evans, Sara M. Role Models of Women in America. New York: Free-Simon, 1989. Friedan, Betty. The Feminine Mystique. Twentieth Anniversary Edition. 1963. New York: Norton, 1983. Nizer, Louis. The Implosion Conspiracy. New York: Doubelday, 1973. Plath, Sylvia. The Bell Jar. 1963. London: Faber, 1966. Radosh, Ronald, and Joyce Milton, eds. The Rosenberg File: A Search for the Truth. 1983. New Haven: Yale UP, 1997. Stevenson, Anne. Bitter Fame: A Life of Sylvia Plath. London: Viking-Penguin, 1989. Wagner-Martin, Linda. Sylvia Plath: A Biography. New York: Simon, 1987.   

Factors Which Affect Decision Implementation Essay

Correct decisions, the two previous papers elaborately developed, can be arrived at only if the requisite process of ponderously putting many influencing factors in perspective is observed. Since errors in decision-making can end up being costly both for the company and its stakeholders alike, it has been seen that the use of critical thinking has proven to be essential in guiding decision makers in choosing the best options that will generate best results. But if one were to think that arriving at a logical and well-thought out decision ends the entire process of decision-making, one definitely takes the dangerous path of frustrating the process all together. A correct decision, one may argue, only proves to be beneficial to a company or organization when its implementation would translate the rigors of critical analyses into tangible results. Langdon, if only to mention, argues along the same line of thought. He maintains, â€Å"Decision makers will never leave the point of the decision without thinking about the steps necessary to implement the decision successfully† (Langdon, 2001, p. 15). Ethical Implications and Other Factors Affecting Implementation of Decision The previous discussion was able to zero in on the viable options that may gleaned from the map drawn to help BAE Systems establish greater presence in the island of Kava. It may be wise to be reminded of the decisions that were suggested hitherto: first, the company needs not only to â€Å"sustain its existing accounts, but also to set up new client-accounts done through aggressive advertisement and in-shore sales campaign† so as to ensure that the â€Å"sale of its products is commensurate with its desired expansion rate†; second, it needs to see through the â€Å"creation of an efficient and result-generating human workforce†; and third, it also is imperative that it should â€Å"create a larger warehouse, if not an adjacent processing plant in the island, so as to meet the demands of the market† It is noteworthy to mention that there are certain risks attached to the cited options. The purpose why the last paper identified them is to further inform the decision maker of the resulting benefits and costs that must be anticipated in the event of making the decision. However, to outline the varying factors that may affect th e implementation of any decision – which, if only to mention, concerns greatly the company and its stakeholders – is another area that must also be carefully looked at. Surely, the three above-cited options will generate ebbs of impact for the company in general. Two major factors can determine the success of the implementation of the suggested paths: the internal coherence of the decision itself, and the external receptivity of the stakeholders involved. The first factor pertains to the logic from which any decision is drawn; and this has already constituted a large portion of the previous studies. Every decision, if only to repeat, is arrived at after a ponderous circumscription of the problems at hand, and the generous gathering of facilitative facts to throw light into one’s judgment. If the problems were well stated, chances are, the solutions are going to be suited. The next factor is however different. This time, one has to consider other areas that affect the success rate of the decision. Roozen, De Pelsmacker and Bostyn have identified some of them: â€Å"the influence of stakeholders, organizational commitment, personal values, goals of the organization and socio demographic characteristics of individuals†, among others (2001, p. 87). In the light of the three suggested decision paths for BAE Systems, what Roozen (and company) points are certainly of paramount importance. For instance, since the company’s goal to establish a greater presence in Kava is heavily dependent on the expansion of its new sales accounts, the decision to equally expand the workforce and to create newer intra-island processing plants must be leveled against the impact such will have on the stakeholders – e. g. , will the company owners allow for an increased budget allocation to defray the expansion cost? , will the company managers be willing to oversee difficult but potential market areas within the island? , will the commitment of the newly hired sales representative be aggressive enough to meet expectations? , or will the vision of the company itself be willing to risk so much for a return of investment which will come later on? It is very important to note that BAE Systems’ vision is intricately knitted with the amount of available resources the company has, or is willing to risk for investment purposes. One way or another, the welfare of both the company and its stakeholders is the friction force that shall determine how fast or slow the implementation of the decisions pertinent to BAE Systems’ expansion in Kava island would be. Key to the company’s success in Kava is also anchored on the ethical implications the decisions have on its stakeholders. In order to clarify the moral basis for sticking into a decision, Rodgers and Gago has sought to identify many differing ethical motives in a study they conducted. They suggest that there are at least six â€Å"pathways† that justify, and thus serve a basis for a particular decision to be pursued: â€Å"psychological egoism, deontology, relativist, utilitarian, virtue ethics, and ethics of care philosophy† (Rodgers & Gago, 2001, pp. 358-359). Without having to go through their respective details, it may be good to note that the suggested options for BAE Systems are largely motivated by the â€Å"utilitarian† pathway. What does this mean? This means that the company which seeks to expand a venture must be seen primarily in terms of its ability to survive the risk. Thus, in a utilitarian approach, the company is more defined by a ‘consequentialist’ attitude in decision-making policies, in that it tries to see to it that any decision would generate the â€Å"greatest good (for) the greatest number of people† (Rodgers & Gago, 2001, p. 359). Conclusion One may properly recall that, in the Business Scenario, Alex once quipped that economics is what drives the company to further expand its presence in an island of Kava. In many ways, what he said was correct, if not telling. The overarching reason why one needs to surmount the seemingly impossible difficulties, by identifying all the contributing factors relative to the company’s vision, is indeed driven by economics. But having economics alone as the moving force behind the desired expansion of a certain company may not capture the entire picture. Any decision driven by economics therefore, one must remember, must also be tempered by the opportunities it creates for the involved stakeholders, and the ethical implications it generates seen from their perspective. Critical thinking, as always, can always help ensure that these seemingly non-economic aspects of doing business are given their due importance.

Amul: Deary Cooperative in India Essay

Abstract In this paper we describe a case study of a dairy cooperative, AMUL, in western India that has developed a successful model for doing business in large emerging economy. It has been primarily responsible, through its innovative practices, for India to become world’s largest producer of milk. A subset of strategies followed by AMUL would still be very useful. Thus, firms that are contemplating addressing large undeveloped markets or have an intention of taking advantage of extensive but marginal supplier base would still benefit. Introduction The Kaira District Cooperative Milk Producers’ Union Limited was established on December 14, 1946 as a response to exploitation of marginal milk producers in the city of Anand (in Kaira district of the western state of Gujarat in India) by traders or agents of existing dairies. Producers had to travel long distances to deliver milk to the only dairy, the Polson Dairy in Anand – often milk went sour, especially in the summer season, as producers had to physically carry milk in individual containers. These agents decided the prices and the off-take from the farmers by the season. Milk is a commodity that has to be collected twice a day from each cow/buffalo. In winter, the producer was either left with surplus unsold milk or had to sell it at very low prices. Moreover, the government at that time had given monopoly rights to Polson Dairy (around that time Polson was the most well known butter brand in the country) to collect milk from Anand and supply to Bombay city in tu rn (about 400 kilometers away). India ranked nowhere amongst milk producing countries in the world in 1946. The producers of Kaira district took advice of the nationalist leaders, Sardar Vallabhbhai Patel (who later became the first Home Minister of free India) and Morarji Desai (who later become the Prime Minister of India). They advised the farmers to form a cooperative and supply directly to the Bombay Milk Scheme instead of selling it to Polson (who did the same but gave low prices to the producers). Thus the Kaira District Cooperative was established to collect and process milk in the district of Kaira. Milk collection was also decentralized, as most producers were marginal farmers who would deliver 1-2 litres of milk per day. Village level cooperatives were established to organize the marginal milk producers in each of these villages. The first modern dairy of the Kaira Union was established at Anand (which popularly came to be known as AMUL dairy after its brand name). The new plant had the capacity to pasteurise 300,000 pounds of milk per day, manufacture 10,000 pounds of butter pe r day, 12,500 pounds of milk powder per day and 1,200 pounds of casein per day. Indigenous R&D and technology development at the Cooperative had led to the successful production of skimmed milk powder from buffalo milk – the first time on a commercial scale anywhere in the world. The foundations of a modern dairy industry in India had just been laid as India had one of the largest buffalo populations in the world. We move to year 2000. The dairy industry in India and particularly in the State of Gujarat looks very different. India has emerged as the largest milk producing country in the world. Gujarat emerges as the most successful State in terms of milk and milk product production through its cooperative dairy movement. The Kaira District Cooperative Milk Producers’ Union Limited, Anand becomes the focal point of dairy development in the entire region and AMUL emerges as one of the most recognized brands in India, ahead of many international brands. Starting with a single shared plant at Anand and two village cooperative societies for milk procurement, the dairy cooperative movement in the State of Gujarat had evolved into a network of 2.12 million milk producers (called farmers) who are organized in 10,411 milk collection independent cooperatives (called Village Societies). These Village Societies (VS) supply milk to thirteen independent dairy cooperatives (called Unions). AMUL is one such Union. Gujarat Cooperative Milk Marketing Federation or GCMMF is the marketing entity for products of all Unions in the State of Gujarat. GCMMF has 42 regional distribution centers in India, serves over 500,000 retail outlets and exports to more than 15 countries. All these organizations are independent legal entities yet loosely tied together with a common destiny. In a recent survey GCMMF was ranked amongst the top ten FMCG firms in the country while AMUL was rated the second most recognized brand in India amongst all Indian and MNC offerin gs. 2nd Phase: In 1966, Amul hired Sylvester daCunha, then managing director of the advertising agency AS to design a new ad campaign for Amul Butter. daCunha designed an add campaign as series of hoardings with topical ads, relating to day-to-day issues.[14]The campaign was widely popular and earned a Guiness world record for the longest running ad campaign in the world. Since the 1980s, cartoon artist Bharat Dabholkarhas been involved with sketching the Amul ads, who rejected the trend of using celebrities in advertisement campaigns. Despite encountering political pressure on several occasions, daCunha’s agency has made it a policy of not backing down. Some of the more controversial Amul ads include one commenting on Naxalite uprising in West Bengal, on the Indian Airlines employees strike, and the one depicting the Amul butter girl wearing a Gandhi cap. Amul hired DraftFCB+Ulka for the brands of Amul milk, chocolates, paneer, ghee, ice-cream. The establishment of Amul is also known as White Revolution. The White Revolution of India inspired the notable Indian film-makerShyam Benegal to base his film Manthan (1976) on it. The White Revolution ushered an era of plenty from a measly amount of milk production and distribution. Aside from the great measurable success that this project was, it also demonstrated the power of â€Å"collective might†. A small set of poor farmers of Kheda district in Gujarat had the vision and foresight to act in a way that was good for the society and not for the self alone. There have been several factors driving the restructuring of the dairy business (which has chiefly been organized around cooperative principles). These include efficiencies in managing fewer large plants versus a number of under-utilized small plants, need for more milk supply (and declining membership), need to offer wide variety, improvements in trucking & milk handling thereby facilitating long hauls, opening of new international markets (also markets for new products), seeking marketing clout and need to bring investment from outside the cooperatives. AMUL in India has learnt from many experiences and has been influenced by practices in dairies around the world especially in its formative years. It has, however, formed it own organizational structure (i.e., AMUL is a cooperative of village cooperatives) to bring about a change in the lives of marginal farmers of India. The AMUL experience has attracted considerable interest from the development community – predominantly an thropologists, development & agriculture economists, and political scientists. Key areas of their enquiry have been the role of AMUL in reducing social and economic inequality in the region of the cooperative, the sociology of cooperation, interface of the dairy cooperative and the rural power structure, relation of the State and the Cooperative and the role of government in its growth (interestingly, AMUL has successfully managed to exercise its independence from the government unlike other cooperatives in India), elements & replicability of the cooperative movement at Anand, cost effectiveness of subsidies to AMUL (in its initial years) etc. A few studies have evaluated the operational effectiveness of the operations at AMUL. Studies have reported usage of mobile veterinary dispensaries, wireless sets to link mobile units to service centers as early 1951, developing a programme of cross breeding of cows in early 1970s etc. that have led to a phenomenal rise in productivity of milk (Patel, 1988). AMUL’s Journey towards Excellence AMUL’s journey towards excellence is marked by some critical understanding of the business environment in large emerging economies like India where markets have to be developed by combining efficiency related initiatives with increasing the base of marginal suppliers and consumers. The essence of AMUL’s efforts were as follows: †¢ It combined market and social development in an emerging economy. It recognized the inter-linkages between various environments that governed the lives of marginal milk farmers and the unmet needs of consumers. It also changed the supply chain paradigm in order to reduce the cost to the consumer while increasing the return to the supplier. †¢ It realized that in order to achieve their objectives, it had to benefit a large number of people – both suppliers and consumers. While large scale had the danger of failure due to poor control and required more resources, it also had the advantage of creating a momentum that would be necessary to bring more people into the fold and thereby help more suppliers and consumers. †¢ It also realized that its goal could only be achieved in the long run and this required developing values in people and processes that were robust, replicable and transparent. †¢ It also realized that the cooperative would not be independent and viable in the face of competition if it were not financially sound. Leadership While Kaira Union (or AMUL) had the support of national leaders who were at the forefront of the Indian independence movement, its local leaders were trained in Gandhian simplicity and had their feet rooted firmly amongst people whom they had mobilized – the poor farmers of Anand. The foremost amongst them was Tribhuvandas Patel who had led the movement for the formation of cooperatives of small and marginal farmers in order to compete against investor owned enterprises on one hand, and keep bureaucracy away on the other hand. Tribhuvandas was the first Chairman of the cooperative. His skills lay in organizing the village producers, in making them believe in the power of cooperation and their rights towards improvement of human condition. He is remembered as fair and honest person whose highest sense of accountability to the members of the union laid the foundation of trust between network members. Another important aspect of his remarkable management style was his gentleness and ability to repose trust in people – he gave complete autonomy to managers of the union and earned complete commitment from them. Verghese Kurien was one such manager who would, first, shape the destiny of the Union and then the milk movement throughout the country. Several young people left better paying jobs to help create a dream of making India the milk capital of the world. Kurien had learnt the persuasive charm of Tribhuvandas through plain speaking and had soon created a cadre of highly capable managers to whom he had delegated both management as well as commitment. These leaders were created at the village, district and state levels in different organizations of the network. Tribhuvandas knew that his fledgling cooperative needed a technocrat manager who shared his concern for the farmers and also had the tenacity to organize marginal producers. Convincing farmers to join the cooperative required commitment bordering on stubbornness, a can do attitude and a desire to change lives of poor people. Verghese Kurien had those skills and had linkages to the government. He was charismatic in his communication and committed in his effort. Over a period of time, he developed a very close link with the poor farmers who, as he always says, â€Å"w ere his employers† at the cooperative. He would travel through the villages along with Tribhuvandas and work out the details of how the milk collection cooperative would work, how trucks would pickup milk from village societies, how the cattle would have to be taken care of and how all of this would help the poor milk farmer come out of poverty and the clutches of the middleman. Operational details were meticulously planned and executed. And then, he along with two of his close associates would work on the design of the dairy plant including conducting experiments to create powder out of buffalo milk – a task that was ridiculed by all who heard of it including the international aid agencies in the dairy industry. Tribhuvandas and Kurien were able to convince the government also of the value of his efforts and secured funding for several projects of the cooperative. Kurien’s biggest strength lay in his ability to convince people that the cause of rural farmers was important thus establishing an important shar ed value. Subsequently, he could convince the government to replicate the AMUL model in almost all states of the country. Strategy AMUL’s business strategy is driven by its twin objectives of (i) long-term, sustainable growth to its member farmers, and (ii) value proposition to a large customer base by providing milk and other dairy products a low price. Its strategy, which evolved over time, comprises of elements described below. Simultaneous Development of Suppliers and Customers: From the very early stages of the formation of AMUL, the cooperative realized that sustained growth for the long-term was contingent on matching supply and demand. Further, given the primitive state of the market and the suppliers of milk, their development in a synchronous manner was critical for the continued growth of the industry. The organization also recognized that in view of the poor infrastructure in India, such development could not be left to market forces and proactive interventions were required. Accordingly, AMUL and GCMMF adopted a number of strategies to assure such growth. For example, at the time AMUL was formed, the vast majority of consumers had limited purchasing power and was value conscious with very low levels of consumption of milk and other dairy products. Thus, AMUL adopted a low price strategy to make their products affordable and guarantee value to the consumer. The success of this strategy is well recognized and remains the main plank of AMUL’s strategy even today. To summarize, the dual strategy of simultaneous development of the market and member farmers has resulted in parallel growth of demand and supply at a steady pace and in turn assured the growth of the industry over an extended period of time. Cost Leadership: AMUL’s objective of providing a value proposition to a large customer base led naturally to a choice of cost leadership position. Given the low purchasing power of the Indian consumer and the marginal discretionary spending power, the only viable option for AMUL was to price its products as low as possible. This in turn led to a focus on costs and had significant implications for managing its operations and supply chain practices (described later). Focus on Core Activities: In view of its small beginnings and limited resources, it became clear fairly early that AMUL would not be in a position to be an integrated player from milk production to delivery to the consumer. Accordingly, it chose a strategy to focus on core dairy activities and rely on third parties for other complementary needs. This philosophy is reflected in almost all phases of AMUL network spanning R&D, production, collection, processing, marketing, distribution, retailing etc. For example, AMUL focused on processing of liquid milk and conversion to variety of dairy products and associated research and development. On the other hand, logistics of milk collection and distribution of products to customers was managed through third parties. However, it played a proactive role in making support services available to its members wherever it found that markets for such services were not developed. For example, in the initial stages, its small and marginal member farmers did not have access to finance, veterinary service, knowledge of basic animal husbandry etc. Thus to assure continued growth in milk production and supply, AMUL actively sought and worked with partners to provide these required services. Managing Third Party Service Providers: Well before the ideas of core competence and the role of third parties in managing the supply chain were recognized and became fashionable, these concepts were practiced by GCMMF and AMUL. From the beginning, it was recognized that the core activity for the Unions lay in processing of milk and production of dairy products. Accordingly, the Unions focused efforts on these activities and related technology development. Marketing efforts (including brand development) were assumed by GCMMF. All other activities were entrusted to third party service providers. These include logistics of milk collection, distribution of dairy products, sale of products through dealers and retail stores, some veterinary services etc. It is worth noting that a number of these third parties are not in the organized sector, and many are not professionally managed. Hence, while third parties perform the activities, the Unions and GCMMF have developed a number of mechanisms to retain control and assure quality and timely deliveries (see the sub-section on Coordination for Competitiveness later in the paper for more details). This is particularly critical for a perishable product such as liquid milk. Financial Strategy: AMUL’s finance strategy is driven primarily by its desire to be self-reliant and thus depend on internally generated resources for funding its growth and development. This choice was motivated by the relatively underdeveloped financial markets with limited access to funds, and the reluctance to depend on Government support and thus be obliged to cede control to bureaucracy. AMUL’s financial strategy may thus be characterized by two elements: (a) retention of surplus to fund growth and development, and (b) limited/ no credit, i.e., all transactions are essentially cash only. For example, payment for milk procured by village societies is in cash and within 12 hours of procurement (most, however, pay at the same time as the receipt of milk). Similarly, no dispatches of finished products are made without advance payment from distributors etc. This was particularly important, given the limited liquidity position of farmer/suppliers and the absence of banking facilities in rural India. This strategy strongly helped AMUL implement its own vision of growth and development. It is important to mention that many of the above approaches were at variance with industry practices of both domestic and MNC competitors of AMUL. Organization AMUL is organized as a cooperative of cooperatives (i.e., each village society, a cooperative in itself, is a member of the AMUL cooperative) thereby deriving the advantage of scale and uniformity in decision making. The founders of Kaira Union realized that to fulfill their objectives, a large number of marginal farmers had to benefit from the cooperative – a network of stakeholders had to be built. And once built, it had to grow so as to draw more rural poor to undertake dairy farming as a means of livelihood. The network had to have several layers – the organizational network where the voice of the owners governed all decisions, a physical network of support services and product delivery process and a network of small farmers that could deliver the benefit of a large corporation in the market place. More importantly, a process had to be put in place to build these networks. Building an organizational network that would represent the farmers and the customers was the most complicated task. A loose confederation was developed with GCMMF representing the voice of the customers, the Unions representing the milk processors and the village societies representing the farmers. Competition in the markets ensured that the entire network was responding to the requirements of the customers at prices that were very competitive. The task of ensuring that returns to the farmers was commensurate with the objectives with which the cooperatives were setup was achieved through representation of farmers at different levels of decision making throughout the network – the board of directors of societies, Unions and the Federation comprised farmers themselves. In order to ensure that most returns from sales went to the producers, the intermediaries had to operate very effectively and on razor thin margins. This turned out to be a blessing in disguise – the operations remained very â€Å"lean† and started to provide cost based advantage to the entire network. AMUL establ ished a group to standardize the process of organizing farmers into village societies. In addition to establishing the criteria for selecting members, the group had to train the VS to run the cooperative democratically, profitably and with concern for its members. This included establishing procedures for milk collection, testing, payment for milk purchased from member farmers and its subsequent sale to the union, accounting, ensuring timely collection and dispatch of milk on milk routes established by the union, etc. The Village Societies Division at AMUL acts as the internal representative of village societies in their dealings with the Union. Cooperative development programmes at the village level for educating & training its members have become an important part of the strategy to build this extensive network. Milk procurement activity at AMUL comprises development and servicing of village societies, increasing milk collection, procurement of milk from societies & its transport to the chilling locations, and resolving problems of farmers and village societies. Thei r stated objective is to ensure that producers get maximum benefits. The Village Societies Division coordinates these activities. Milk collection takes place over a large number of pre-defined routes according to a precise timetable. The field staff of this division also help village societies interface with the Union on various issues ranging from improvement of collection, resolving disputes, repair of equipments to obtaining financing for purchase of equipment etc. In addition, they are also responsible for the formation of new societies, which is an important activity at AMUL. In essence, the organization structure of AMUL allows effective utilization of resources without losing the democratic aspiration of individual members. It is obvious that such a system needs charismatic leadership to achieve consensus across issues – a process that has long-term benefits for any organization. Marketing GCMMF is the marketing arm of the network and manages the physical delivery and distribution of milk and dairy products from all the Unions to customers. GCMMF is also responsible for all decisions related to market development and customer management. These activities, which range from long-term planning to medium-term and short-term operational decisions are described below. As mentioned earlier, introduction of new products and choice of product mix and markets should be consistent with the growth strategy, and synchronous with growth in milk supply. GCMMF’s demand growth strategy may be characterized by two key elements: (i) developing markets for its high value products by graduating customer segments from low value products, and (ii) maintaining a healthy level of customer base for its base products (low value segment). This strategy often requires GCMMF to allocate sufficient quantity of milk supply to low value products, thereby sacrificing additional profits that coul d be generated by converting the same to high value products. Interestingly, advertisement & promotion (a la FMCG) was not considered to be enough of value addition and hence the budget was kept relatively small. Instead, GCMMF preferred a lower price with emphasis on efficiency in advertising. In this context, GCMMF provides umbrella branding to all the products of the network. For example, liquid milk as well as various milk products produced by different Unions are sold under the same brand name of AMUL. Interestingly, the advertising has centred on building a common identity (e.g., a happy & healthy â€Å"cartoon† AMUL girl) and evoking national emotion (e.g., the key advertising slogan says â€Å"AMUL – The Taste of India†). GCMMF also plays a key role in working with the Unions to coordinate the supply of milk and dairy products. In essence, it procures from multiple production plants (the thirteen Unions), which in turn procure from the Village Societies registered with each Union. GCMMF distributes its products through third party distribution depots that are managed by distributors who are exclusive to GCMMF. These distributors are also responsible for servicing retail outlets all over the country. GCMMF sales staff manages this process. Retailing of GCMMF’s products takes place through the FMCG retail network in India most of whom are small retailers. Liquid milk is distributed by vendors who deliver milk at homes. Since 1999, GCMMF has started web based ordering facilities for its customers. A well-defined supply chain has been developed to service customers who order in this manner.

Independence essays

Independence essays A democracy is a system of government controlled by the people, not by one certain group or individual. In the Declaration of Independence it states that all men are created equal, an idea which leads to the concept that all citizens should have the same rights, responsibilities, and influence in the governing of their country. The philosophy of the Declaration of Independence in writing by Thomas Jefferson was trying to break his ties with the harsh and non-democratic rule of the British and begin a new, equal society and government for America. The Declarations statement of equality and unalienable rights is very closely connected to the idea of democracy. To have a democracy that works well you must have equality between people, and the citizens must feel that the government represents their concerns. By eliminating the control of a monarchy, Jefferson envisioned a country where all men would have the opportunity to control their own destinies. Jefferson foresaw a government where individual rights would be recognized and the new government would represent the interests of all its citizens. In a democracy all these are possible to achieve. By writing this document, Thomas Jefferson was trying to separate himself and the great country he lived in from the unfair and controlling British. He believed that it was time for America to break away from Britains rule and become its own nation, which could govern itself. To do this he had to write powerful statement and it was the Declaration of Independence. Jefferson felt that Britain was doing nothing but hurting America with unfair rules and all sorts of ridiculous taxes. The colonies and colonists had no rights in determining the very laws which dictated the way they led their lives. The Declaration of Independence was a formal document stating that the people of America were breaking away from Britain and that the American colonies were now Free ...

Complete Guide How Much Does College Cost, Really

Complete Guide How Much Does College Cost, Really SAT / ACT Prep Online Guides and Tips If you're thinking about going to college, you probably know by now that an education is, well, expensive. It's not just tuition you're worried about - there are so many other costs associated with forging out on your own, especially if you'll be living away from home for the first time. The best way to tackle these expenses? First, you have to educate yourself about the reality of college costs.In this comprehensive guide, I'll walk you through all the expenses you'll need to consider when you go to college, both obvious and not-so-obvious. Then, I'll discuss factors that affect how much money you and your family actually pay out-of-pocket - it's not as hard as you think to get a first-rate education for a bargain. Major Costs These are the expenses you probably already know about. They're the big costs associated with getting a college education, and they'll make up the bulk of your expenses. College Tuition and Fees Your tuition charge is what you pay for actual academic instruction and class credit. Students are often billed per semester, credit hour, or quarter. Fees are often for mandatory student service charges and are tacked on to the tuition sothat they're reported together. For the 2014-2015 academic year, the average cost of tuition and fees was: $31,231 at private colleges $9,139 for state residents at public colleges $22,958 for out-of-state residents at public colleges Remember that this is just for one year of college - 4 years at private colleges can cost you well into thesixfigures. As you can see, there's a lot of variation in the sticker price of an education at different types of schools. What really matters, though, is the net price - what you actually end up paying. I'll discuss that more later in this post. As you might have noticed, there's a huge difference in the average public school tuition cost for residents and non-residents: a $13,819 difference, to be exact. You'll see an even more significant discrepancy in cost at certain schools. I've put togethera list of some of the largest public schools in the country so that you can see the difference in price based on residency: School Resident tuition Non-resident tuition University of Central Florida $6,368 $22,467 DeVry University (IL) $18,270 $18,270 Liberty University (VA) $20,300 $20,300 Texas AM - College Station $3,486 $12,782 Ohio State - Columbus $10,037 $27,365 Penn State - University Park $17,502 $30,452 UT Austin $9,798 $33,842 Florida International University $6,108 $18,508 Arizona State University - Tempe $10,957 $29,421 Michigan State $14,334 $36,934 Public universities can offer great educations at a great bargain for residents, but what about private schools? They're notorious for their higher sticker prices, which can scare off prospective students and parents. But remember, what actually matters is your net cost at a particular school.As it turns out, a lot of excellent private universities also have some of the most generous financial aid programs because of their larger endowments - they can afford to give more money to students, especially to attract high-caliber students who may not otherwise be able to afford to goto their school. This effectively lowers the net cost for many students. I’ve come up with an example to demonstrate cost differences for a student at an in-state public university, an out-of-state public university, and a private university with a generous financial aid program. My example student lives in NY state with a family income of $60,000/year, and an Expected Family Contribution (EFC) of $3,970, which I calculated using the FAFSA4caster (learn more here). Take a look: Resident: University at Buffalo Nonresident: Penn State Private: Harvard University Tuition only $8,871 $31,346 $45,278 Cost of Attendance (Tuition, room, board, fees, books, transportation, personal expenses) $24,916 $48,900 $64,700 Net Price (before student loans work study) $18,430 $45,875 $4,600 Net Price (after student loans work study) $9,708 $40,375 $1,600 Notice that the student's lowest net cost is at the school with the highest sticker price.Now, not all private schools will have financial aid programs as good as Harvard’s, but many prestigious private schools strive to meet 100% of their students' need (need = total cost of attendance - Expected Family Contribution). My ultimate point? Don't discount pricier schools just because you don't think you could afford them; your net price could be more reasonable than you think. I'll talk more about estimating your net price at the end of this post. College Room and Board Costs Room fees cover your housing and utilities, whereas board fees include your meal plan. Some schools offer customizable meal plans and housing options, so you can select room + board combinations that better fit your budget. Many students choose (or are required) to live on campus, especially their freshman year. Room and board charges are often lumped together. You may be able to pick and choose among room and board services if you move off-campus, assuming your school allows you to live outside of their dorms. Off-campus living expenses will vary by geographical area; it may be cheaper to live in an apartment if you attend a more rural college, but you may end up paying more if do the same at a more urban school.Getting a 1-bedroom apartment near Georgetown University will cost you around $2,000/month, for example, whereas a similar apartment near Arizona State University might only cost you $800. For the 2015-2016 academic year, the average cost of room and board was: $,516 at private 4-year colleges $10,138 at public 4-year colleges If only board fees paid for pizza like this in the dining halls. Hidden College Costs These are less obvious expenses associated with attending school but are just as important when it comes to budgeting for school and preparing adequately. When you come up with your own budget, try to be honest and realistic with yourself about how much you think you'll spend in each category. College Books Costs The average student spends about $1,200 per year on textbooks; it's easy to see how this adds up when some individual books can cost upwards of $200. You may end up spending less than this each year if you: Purchase used textbooks Rent course materials Share books with friends or classmates Check out textbooks from the library Purchase electronic copies of textbooks Travel Costs Travel expenses usually include travel between home and school, and travel while you’re at school. This will vary widely across students, for obvious reasons.To calculate your travel costs between home and school, consider: How often you plan on going home The average cost of a round trip (budget more if you’re traveling via plane/train/bus during the holidays) You’ll most likely incur some travel expenses while you’re at school as well, especially if your campus is scattered. To calculate these expenses, consider: How often you’ll be doing any sort of traveling (not on foot). Whether you’re bringing a car with you. If yes, include gas/parking costs in your travel calculation. Whether your school offers students discounted or free public transport passes. If not, research the cost of monthly public transport passes. Maybe you'll factor some more exotic expenses into your travel budget. Lab Fees Supplies If you’re not a science major, chances are you won’t have to pay many (if any) lab fees. These average about $50/class. Schools usually lump these in with textbook expenses, but since these numbers are just averages, expect to pay more in this category if you’re a science major. Personal Expenses in College These expenses include things like clothing, laundry, toiletries, haircuts, and entertainment. The average student might spend about $2,000 per academic year on these things. This amount might sound like a lot, but if you’re in school eight months out of the year, it comes out to about $60/week. If you tend to spend more money on things like fine dining, concerts, etc., you may want to work out your own personal expenses budget to keep track of how much you’re spending while at school. Estimating Your Total College Cost, With Financial Aid This guy doesn't know anything about college expenses, but he'll feel much better once he learns how to calculate his net price. The numbers above look large - sometimes amounting to over $50,000 per year - but don't fret just yet.A huge factor affecting what you’ll actually pay for school - your net price - is your family financial situation. Generally, the lower your family's income, the more financial aid you'll be eligible for, which translates to a lower net price. This has implications in two related (but separate) domains: Federal aid School-specific aid Scholarship money can also affect your net price - I'll touch on that at the end. Federal Aid Federal aid, which comprises grants like the Pell and loans like the Direct Subsidized and Direct Unsubsidized, is usually pretty standardized and easy to predict. Students who are interested in federal financial aid have to submit a Free Application for Federal Student Aid (FAFSA) every year (learn more about the submission process here). The information generated by the FAFSA not only informs federal aid awards, but also institutional awards and even private grants and scholarships. The most important figure generated by the financial information you enter into the FAFSA is called the Expected Family Contribution, or EFC. If your EFC is at or below certain thresholds, you’ll be eligible for different federal programs. For example, if your EFC is at or below $5,081 for the 2015-2016 academic year, you'll be eligible to receive the Pell Grant. Again, because federal aid is so standardized, you can predict with good accuracy what grant and loan programs you’ll be eligible for using the FAFSA4caster. You can get step-by-step instructions on calculating your federal aid using our Pell Grant Calculator guide. School-Based Aid If schools award their own institutional aid, they’ll use your FAFSA information (specifically, your EFC) to calculate need-based aid eligibility. The amount of aid schools award will vary widely based on their financial aid budgets. It’s pretty easy to estimate your net price at almost any school, especially if you know your EFC. Just Google â€Å"[school] net price calculator† - that’s what I did to estimate the cost for the schools in the chart above. Scholarships Outside of federal and school-based aid and scholarships, you might also consider looking into private scholarships. Scholarships can be awarded based on financial need, merit, or both. There are countless scholarship options out there, with many meant for students of different races, ethnicities, nationalities, genders, sexualities, and academic interests. You may want to start by checking out the National Merit Scholarship, or scholarships based on your standardized test scores. Putting it All Together: Calculate Your Net Price for College 1. Visit the FAFSA4caster to estimate your EFC. The FAFSA4caster will also estimate your eligibility for the Pell Grant and some federal loans. Get step-by-step instructions here. 2. If you have a list of specific schools you're interested in, visit their net price calculators (most schools have calculators available through their financial aid websites). Try Googling "[school name] net price calculator" for results. If you're not sure where you'd like to apply, try using the net price calculators at different types of schools (e.g. public vs. private). You may have to enter your EFC. Make a note of whether the calculators include estimates school-based aid, federal aid, or both. 3. Subtract aid that you think you're eligible for based on the calculations you did in Steps 1 and 2 from the total cost of attendance. If you anticipate any scholarship earnings, subtract that amount from the CoA as well. Voila - you have a net price! Keep in mind, though, that this is just an estimate; you won't have an official net price until you receive financial aid packages from schools. What's Next? Want to learn more about federal financial aid, which can bring down your net price? Check out our guide comparing Direct Subsidized and Unsubsidized loans, as well as our Pell Grant guides to eligibility criteria and limits. Interested in strengthening your applications to schools that offer those generous financial aid packages? Get the best score possible on your SAT. Want to improve your SAT score by 160 points or your ACT score by 4 points?We've written a guide for each test about the top 5 strategies you must be using to have a shot at improving your score. Download it for free now: Have friends who also need help with test prep? Share this article! Tweet Francesca Fulciniti About the Author Francesca graduated magna cum laude from Harvard and scored in the 99th percentile on the SATs. She's worked with many students on SAT prep and college counseling, and loves helping students capitalize on their strengths. Get Free Guides to Boost Your SAT/ACT Get FREE EXCLUSIVE insider tips on how to ACE THE SAT/ACT. 100% Privacy. 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Organization Chart and Management Team Gaps Research Paper

Organization Chart and Management Team Gaps - Research Paper Example This research paper follows the improving of the organizational structure of the Capstone Accountants company. From Mintzberg where basic parts of an organization are comprehensively designated, Capstone Accountants can be said to contain the operating core and a small middle line. This simplified structure, that is created in the research paper requires high decentralization which seems not to be the case in Capstone Accountants. The company will have four vice presidents, all the VPs will be taking orders from the CEO and execute it or delegate it to lower-level employees. The firm will also have one administrative assistant who will be directly answerable to the VP Operations. The administrative assistant and the two accountants will be at liberty to delegate some duties to lower-level employees with knowledge and proficiency prerequisite in handling specific tasks The organization structure for Capstone Accountants is diagrammatically represented in this paper. While the construc ted team seems solid and able to cover the main points of the plan, the â€Å"gray haired factor† will affect Capstone Accountants due to scantiness of seasoned proficient management with a vast familiarity with the industry. However, Capstone Accountants will prioritize training and make it an ongoing component to guarantee the growth of the management team. Such partnership will contract qualified trainers who will offer training to the management team as a way of ensuring that the team is updated and well-equipped with the current trends and emerging issues in the highly competitive industry.