The Classification Society A Major Step in Establishing...

Classification society liable in performing its survey and in which manner The shipping making industry is among the oldest to be established. It also is among the initial forms of travel from one continent to another. Shipping existed before the civilization era (Mansell, 2009). The model of the vessels used to travel via water means has also evolved from simple logs and canoes to the modern day luxurious travel liners. It is for this reason that it is significant we acknowledge and appraise the journey through which these developments have been achieved. The major step that boosted the process of establishing the shipping and ship making industry is the introduction of classification societies. Organizations have been established to determine and subscribe technical standards into the process of designing, constructing and surveying of marine associated facilities such as the docks and ships. The classification societies were established first in London in early 18th century with the role of carrying conducting independent inspections on the equipment of ships to be insured (Mansell, 2009). The role of the societies was to make follow up on the ships and file reports and certificates to inform the parties involved on the classification of the ship. Classification society provides assistance and statutory services to the industry on the basis of maritime knowledge and technology. The society assessed the risks associated with the vessel, and set the premiums forShow MoreRelatedA Study on Financial Performance Analysis at Vijay Textiles Ltd17842 Words   |  72 Pages |12-15 | |CHAPTER III |PROFILE |16-35 | | | 3.1 Industry Profile | | | | 3.2 Company Profile | | |CHAPTER IV Read MoreWhat Is Logistics23868 Words   |  96 Pageson the internet. 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Lost in Translation by Ewa Hoffman Essay - 502 Words

Lost in Translation - A Place to Remember As people grow up, there are special places that remain in the memories. These places become a safe haven when life becomes too rough to handle. All the bad qualities of this place disappear in their minds so that only a perfect world exists. This is a place where everything is right and everyday troubles do not exist. In the novel Lost in Translation by Ewa Hoffman, she describes this paradise of sorts as her hometown of Cracow, Poland. Cracow, Poland is where Ewa spent the majority of her childhood up until age fourteen when she emigrated to the Canada with her mother, father, and younger sister Alina. Although she only spent fourteen years there, this place†¦show more content†¦From the beginning of Ewa’s emigration, she realized the difference in monetary values. In Poland two dollars could have bought a bicycle whereas on the train the two dollars only bought four bowls of soup. This is one reason why Cracow was a special place to her; it provided her with luxury. In Cracow, Ewa was considered a piece of beauty. She was considered a porcelain princess and often received comments about her attractiveness. She always had the finest clothes and was very up-to-date with her sense of style. When arriving in Canada her perception of herself changed as she realized that she was not the most attractive girl. All of the other girls walked around with thin eyebrows and red lipstick, whereas Ewa had bushy eyebrows and wore no lipstick. The clothing the Ewa wore was also quite different than that of Ewa’s. Because of her family’s lower political caste, her family was unable to provide the money for Ewa to look like all the other girls. She had to rely on the charitable donations of people such as the Rosenbergs. In Cracow, this would never be the case. Growing up in Cracow, Ewa had many close friendships. However, there was one boy in particular that was always there for her, Marek. Ewa and Marek’s parents were best friends which eventually led to the two children becoming best friends. It was with Marek that Ewa had her first

The Business Enterprise Trust DO MOTOROLA Free Essays

The Business Enterprise Trust DO MOTOROLA (A) T he vote was eleven to one and Robert Galvin stood alone. It was 1979 and Galvin, the CEO and President of electronics giant Motorola, had just proposed to his Board of Directors that the firm make an extraordinary commitment to training its workers — from executives to shop floor employees. He recommended establishing a department devoted to educating employees with one major goal: improving product quality. We will write a custom essay sample on The Business Enterprise Trust DO MOTOROLA or any similar topic only for you Order Now Galvin had made the proposal in response to the rapid change and increasing competitiveness that engulfed the electronics industry in the late 1970s. The rate of innovation was staggering; most technical knowledge became obsolete within five years. International firms, most notably from Japan, were emerging as formidable competitors to U. S. companies such as Motorola. But the Motorola Board, concerned with the time and financial resources such training would require, was not swayed by Galvin’s arguments. With Motorola still competitive in the industry and budgets tight, the other eleven Directors all voted against the expansion in training. As Chairman, Galvin knew he had the power to overturn the Board’s decision. Training was something he felt strongly about, but was this a battle worth fighting? T NO This case was researched by Stephanie Weiss and written by Matt Kelemen, under the supervision of Kathleen A. Meyer, executive director of The Business Enterprise Trust. 9-996-051 CO PY Motorola In 1979, Motorola was one of the world’s leading manufacturers of electronic equipment and components with $2. 7 billion in sales (Exhibit 1: 1979 Earnings Statement). The company designed, manufactured and sold products ranging from semiconductors to stereo tape players. Copyright  © 1997 by The Business Enterprise Trust. The Business Enterprise Trust is a national non-profit organization that honors exemplary acts of courage, integrity and social vision in business. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means – electronic, mechanical, recording, or otherwise – without the permission of The Business Enterprise Trust. Please call (415) 321-5100 or write The Business Enterprise Trust, 204 Junipero Serra Blvd. , Stanford, CA 94305. Harvard Business School Publishing is the exclusive distributor of this publication. To order copies or to request permission to photocopy, please call (800) 545-7685 or write Harvard Business School Publishing, Customer Service Dept. , 60 Harvard Way, Boston, MA 02163. Motorola (A) 9-996-051 immortal words of Neil Armstrong — â€Å"That’s one small step for man, one giant leap for mankind. † The younger Galvin’s approach to Motorola’s growth mirrored that of his father. Always trying to anticipate change in the industry, Robert Galvin believed that the company’s employees were its biggest asset. Well before the Japanese concept of â€Å"teaming† was in vogue in other American ompanies, Galvin put teams of employees in charge of their own work, requiring them to monitor productivity, service and costs, and then rewarding them for improvements. Motorola was one of the first large U. S. manufacturing companies to give employees significant leadership responsibility. In so doing, it abandoned the classic, hierarchical fac tory organization. Managers encouraged openness and participation on the shop floor. Motorola invested heavily in research and development and gave workers the responsibility to fix problems as they arose. As Motorolan Orhan Karaali, Senior Staff Engineer, explained: DO Employer to over 75,000 â€Å"Motorolans,† the company operated 27 major facilities around the globe. The multinational powerhouse had been created a half-century earlier as Galvin Manufacturing, a start-up battery business that Paul Galvin and his brother Joseph launched in Schaumburg, Illinois in 1928. By 1930, the team had made their first breakthrough developing affordable car radios. Over the next 25 years, Paul led the company into new markets, patenting the first portable two-way FM radio, better known as the walkie-talkie. In 1947, he changed the company’s name to Motorola n recognition of the car radios that remained the flagship product. At the same time, he was envisioning new frontiers, initiating semiconductor research long before Motorola’s competitors realized their importance. While bolstering the product line, Paul Galvin also nurtured an â€Å"industrial family† within his company. In 1937, six years before Galvin Manufacturing’s first public stock offering (at $8. 50 per share), the founder offered factory workers the chance to buy company stock. Galvin even rewarded workers who used their annual bonuses to purchase company stock with an extra stock bonus. He provided good benefits for his employees and looked out for their well-being. The result was a loyal and trusting workforce who saw no need to unionize. In 1956, Paul Galvin turned over the presidency of Motorola to his son Robert. When the elder Galvin died three years later, Robert became CEO, a post he would hold for three decades. Robert Galvin oversaw Motorola’s entry into numerous new businesses, including television, 8-track tapes, remote paging, microprocessors and cellular telephones. Still a pioneer, Motorola developed the first radio pager in 1969, the first television priced nder $200 and technology that made the automobile alternator possible. Under Robert Galvin’s leadership, Motorola’s sales and profits soared as the company became an international leader in the electronics market. As a crowning achievement to the firm’s ascendancy, a Motorola transponder relayed to the world the NO T â€Å"At Motorola, you do whatever is necessary to ge t the job done. Not too many memos flying around. Not too much politics. It is more concentrated on our goals. † CO With this culture firmly established, Galvin focused next on training to give employees the skills nd confidence needed to excel in a participatory environment. PY Corporate Training In the 1970s, most corporate training opportunities were reserved for senior management. Companies tended to use training as a reward for executives who already performed well. These executive education programs, which mimicked MBA programs, typically were contracted out to universities. Using a case-study approach, they focused on management basics like strategy, finance and marketing. Motorola’s training effort at the time was no exception. The Motorola Executive Institute, launched in the late 1960s, sent a handful of ompany executives to an intensive, month-long 2 Motorola (A) 9-996-051 program focused on business administration skills. Ultimately, however, Galvin was disa ppointed with the Institute’s results, as the firm’s practices remained largely unchanged. Galvin realized that these executive training efforts did not â€Å"touch† the whole workforce and did not create a culture of constant change and renewal. He explained: DO â€Å"We realized we had to be competitive one person at a time, counterpart to counterpart, to be the best in our specific function versus anyone else in our business. † T NO Increasing Competition Galvin’s desire to bring competitiveness to each and every employee stemmed from his understanding of the changing nature of the electronics industry. In the 1970s, the industry was growing and diversifying rapidly. New competitors, primarily from Asia, but from European countries as well, were entering the market. Other U. S. companies like Texas Instruments, General Electric and National Semiconductor were all jockeying for a larger share of the increasingly competitive export market. New consumer and communications products were being introduced each year. To compete and prosper in the technology sector, Galvin knew that his workers needed more — and better — training. When Motorola’s Board members voiced their reservations to Galvin’s plan for expanded employee training, Galvin faced a dilemma. If he accepted the Board’s counsel, the company might waste critical resources — both time and money — and fall behind as the pace of technological change increased. If he pushed for investment in training, he might jeopardize Motorola’s short-term performance and competitive position. As both CEO and the largest individual shareholder, the final decision was his alone. PY CO 3 Motorola (A) 9-996-051 Exhibit 1 DO T NO PY CO 4 How to cite The Business Enterprise Trust DO MOTOROLA, Essay examples

Case study Residence and Source

Question: Case study: Residence and Source. Answer: Issue From this scenario, the kit is a citizen in the country Australia. Kit works for a well known American company that is located in Australia. Kit salary payment is strictly paid in the account throughout a well-known bank like "Westpac bank". The kit is the joint owner of the Australia. Despite Kit is holding the state Chilean citizen which measured as a national of the country Australia because of kit has a dual resident (Atkins et al., 2012). Moreover, Kit is considered as citizenship in the country Australia for the tax purpose that kit mostly owns his house in the Australian country and also the wife of the kit is also residing in Australia most of the year. Most of the time in the year Kit is used to stays the cost of the Indonesia and also holiday he remains in the country occasionally. The kit also invests in the state Chile and considered as a resident of Australia (ATKINSON, 2009). The main issue is either Kit is a nation of the country Australia or not. The Kit also found fo r the measurement of the tax in the state Australia. Law According to the Australian taxation rules system or the procedure it also prescribed in the country Australia by ATO or the Australian Taxation Office this type of criteria or the situations that are checked for the verifying the Australian nations of an individual that are given below: The present occurrence of an individual in the country Australia. The relation of a person with Australia included the entire family member residing in Australia. According to this case study, an individual comes with the relatives in Australia of different kinds of trips that depend on the reason or the exact purpose for this journey. In this case study, we need to conclude that of person possess such assets like housing in the country or the state Australia (Bansal and Sharma, 2015). From this scenario, an individual is considered as a regular employee in Australia. According to this scenario, they should have any bank account in Australia. From this case study, an emigrant should have to continue the own job of their in the country like Australia (Basu and Andrews, 2014). Analysis From this type of scenario, Kit is holding a Chilean resident and kit have also considered as the citizen of the country Australia that kit a worker in Australia but he worked in an American company. Kit paid off his total salary payment which entirely consists of and a well-knew bank like "Westpac bank" in the country Australia (BATEMAN, 2006). His wife and Kit also need to have Ann account of their bank jointly, and it also occurs in the country Australia. However, the kit is also residing in the coast of Indonesia most of the time in the year in the country Australia. Conversely, the wife of the kit is living in Australia and it also significant reason determining the kit like a citizen in Australia. In spite of this, the situations that kit is a nation of the state Chile. He needs to hold the considerable assets in the state Chile. However, Kit also try to consider as a resident of Australia. From this context, always kit works to hold the citizenship of the country Chile. Moreov er, Kit permitted also ready to capable for the Australian Taxation System. Conclusion According to this scenario, Kit for his incomes the primary objective of his earnings is needed to met according to the required criteria or the situation which make Kit an Australian resident and also his costs or the profits are assessable income (Bennmarker, Calmfors and Seim, 2014). Moreover, Kit also need to provide the requisite tax for his total benefits or the profits from his income that kit needs to work in the country like Australia according to the rules and regulations of the Australian Taxation Office (ATO). References Atkins, H., Muraro, P., van Laar, J. and Pavletic, S. (2012). Autologous Hematopoietic Stem Cell Transplantation for Autoimmune DiseaseIs It Now Ready for PrimeTime?.Biology of Blood and Marrow Transplantation, 18(1), pp.S177-S183. ATKINSON, A. (2009). NATIONAL SUPERANNUATION: REDISTRIBUTION AND VALUE FOR MONEY1.Bulletin of the Oxford University Institute of Economics Statistics, 32(3), pp.171-185. Bansal, M. and Sharma, D. (2015). An Emperical Study on Credit Rating Agencies (with Ref. to Default Rates of Crisil).imsmanthan, 9(1and2). Basu, A. and Andrews, S. (2014). Asset Allocation Policy, Returns and Expenses of Superannuation Funds: Recent Evidence Based on Default Options.Australian Economic Review, 47(1), pp.63-77.