Health problem of chicano Research Paper Example | Topics and Well Written Essays - 500 words

Health problem of chicano - Research Paper Example If those barriers that hinder people from accessing proper medical care are not eliminated, it can have numerous negative impacts on the community. It will lead to costly hospitalizations as well as more severe health issues. The future’s health care system will be faced with much larger numbers of Hispanic patients who are suffering from chronic conditions such as hypertension, cardiovascular disease, and diabetes and from the consequences of these conditions as well (Josà © & Rubà ©n, 1). Chicano’s Health Problem is an issue that needs to matter to all citizens of the United States. Increase in health problems in the United States will lead to a decrease in the countrys ability to maintain as well as stimulate economic growth. This is due to the fact that the country will need to spend more of its finances in treating the sick people. There will also be a decline in the number of people who are able to work. The citizens of the United States should really care about this issue because if they don’t pay attention to it the problem will just keep increasing and so will the negative effects on the society. The Affordable Care Act has offered numerous health benefits to Chicano community. First, there is affordability because of expanded Medicaid coverage. According to Instituto Familiar De La Raza (2), because of the Care Act it is projected that over five million Latinos will be able to access health insurance. Given that the Chicanos encounter among the highest health discrepancy all over the country, the eradication of pre-existing conditions tackles a enormous barrier to access to healthcare. In the Affordable Care Act, there is also the extension of benefits for youngsters to stay under the coverage of their parents. For a community that puts a great importance on family unit, this benefit is very significant. It becomes even more important provided that unemployment levels continue to be high and youngsters encounter difficulties

Implementing Electronic Health Record innovations for Pressure Ulcer Essay

Implementing Electronic Health Record innovations for Pressure Ulcer Prevention and Management - Essay Example Regardless of the size of the project, the proper integration of a skilled workforce, proven strategies and technology at MICU, would see the successful implementation of the program in various units for easy use by clinicians. If properly utilized, EHR can be the silver bullet to the problem of inconsistencies that are the order of the day in documenting pressure ulcer management processes through paper-work. Prevention of Pressure Ulcer According to Hagens and Krose (2009), to maximize the benefits the EHR for Pressure Ulcer prevention and management, it would be vital to keep problem lists, medical prescription lists and sensitivity lists in all units handling the patients s(National Pressure Ulcer Advisory Panel, 2007). In the MICU case, medical assistants or skin care specialists should enter medications and sensitivities from the paper work, and physicians would enter the problem lists. It would be appropriate to enter data shortly before an appointment is due, and take the cha rt to scanning. In doing so, the pressure ulcer management units will have an entirely electronic chart ready for patient handling when the patient arrives at the units (Kerr, 2009). Alternatively, it would be appropriate to enlist registered nurses for the task of problem list entry before the program is ready for use by various clinicians. Assessment for Pressure Ulcer For acute care, the first assessment should be carried out on admission and after every 1-2 days or whenever the condition of the patient changes (Clarke, Bradley, Whytock, Handfield, Van der Wal, & Gundry, 2005). At MICU, the system would be programmed to notify the health care providers to do assessments every 24 hours. For home health, the first assessment would be carried out on admission, and re-examination done as soon as the patient resumes care, during recertification, refer or release, or whenever the patient’s health condition changes (Adler, 2010). At MICU, it would be appropriate to reassess the p atient’s condition at each nursing visit. And for long-term care in MICU, the initial screening for patients would be appropriately done on admission and every week during subsequent missions. Determining Risk Levels Several electronic tools for risk assessment are accessible to assist in predicting the level of risk of the disease (National Pressure Ulcer Advisory Panel, 2007). They include machines with values that when summed up together, can enable the health care providers to determine the risk score in totality. The Braden and Norton Scales are proven tools that can be used to provide an electronic data for predicting the risk of pressure ulcer risk in MICU. According to Ayello, Capitulo, Fife, Fowler, Krasner, Mulder, Sibbald, and Yankowsky (2009), these tools help clinicians to determine the risk values, which eventually can lead to the formulation of the most appropriate and opportune medical interventions. Norton Scale The Norton Scale comprises five groups: physica l and mental conditions; mobility, activity, and incontinence. These factors are valued from 1– 4 (Tavenner, & Sebelius, 2012). The total values usually range from 5 to 20. An entry of the following data to the EHR system can help clinicians to cope with the condition in a more effective and faster way: Mild Risk values at 14: Moderate Risk at 13: and High Risk at 12. The scale should be credible and kept in such condition to avoid errors in the final readings of data (Liang, 2007). Any alterations can change or render it an

(Marketing Report)write a marketing report in the role of the Essay

(Marketing Report)write a marketing report in the role of the consultant to the Board of The Birmingham Library - Essay Example It is a 360 degree approach in marketing which enables the marketer raise brand awareness and subsequently brand experience though various touch points. However, electronic marketing can only be successful if it is accompanies with strategies influencing the customer perception from different touch points also, such as print media, advertising, television, outdoor media, etc. In the present report, a situational analysis has been done. E- Marketing has been taken as a strategy for branding and promotions of the newly established library in Birmingham. The target customers fall in the age group of 18-25 years. Since this generation is mostly customer savvy and addicted to internet and other social media activities, using electronic marketing to target these customers will be of sustainable advantage. SOSTAC format have been applied for the development of situation, objectives and strategies. From the specified strategies, tactics, applications and action plans have been recommended. A proper control analysis has been done to identify the future issues and recommended future strategies to control them. Introduction The Library of Birmingham is the new library that has recently completed its construction. Upon completion, this will replace the Birmingham Central Library, based in Birmingham, United Kingdom. The Library of Birmingham is the new extension of the Central Library having modern technology and state of art infrastructure. The new library is a 188 million pounds project. The central library was completed in the year 1983 and was opened for public in the year 1984. Central library is considered as one of the most popular and visited libraries of the country. With the opening of the new library, many new services will be launched. Since it is completely new establishment, most of the products and features of the library will be ungraded and advanced. E-Marketing A description of electronic marketing will be use for digital technologies and electronic devic es in order to sell and promote products and services. According to authors like Xing et al (2004) and McQuitty and Peterrson (2000), the percentage of people accessing the internet and involving in online data gathering about products and services has grown over the years. Business has grown all over the world with the advent of electronic marketing (Joines, Scherer and Scheufele, 2003) and it will create huge marketing opportunity for the organisations (Pollack, 1999; Hoffman, 2000). Electronic marketing can also be defined as an online channel through with customers and marketers enter into a transaction phase for sale and purchase, which benefits both parties. According to Meuter et al, (2000) internet marketing can be explained as a virtual platform where services and products existing as digital information can be exchanged with the help of channels which are informative. In this type of media, people and groups create, share and exchange ideas and information through online c ommunities and networks (Mangold and Faulds, 2009). Electronic media is different from traditional media in many ways such as reach, quality, frequency,

Bdo Benchmarking Assignment Essay Example for Free

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

European union came into existence

European union came into existence European Union European Union came into existence with an endeavor to stop the war between the bordering countries and to maintain the peace and harmony throughout the Europe. European Union is constructed on the principles of stability and to promote the prosperity among European nations with presence of security. Recent recession has affected each and every part of the world, though it has a differential effect on each country. Some country has been most affected by it on the other hand some countries are least affected. Europe has been badly affected by the recession this has induced European union to draw a recovery strategy for the next ten years to see a prosperous and a competitive Europe in terms of knowledge and market growth. Effect of financial crisis on European nation Unemployment: financial crisis has lead to an increase in the unemployment and still number of jobs are been laid off from different sectors irrespective of the output, just to minimize and to compensate the previous losses (Andrew Watt, 2009). A report by the European Union tells that in Europe around twenty three million people are unemployed (European Union, 2010). The countries which are most severely affected by the recession and which led to unemployment are Latvia where unemployment rate arose linearly from 11% to 28.2% and the country which was least affected by the recession was Poland, its unemployment rate just arose marginally from 17.8% to 18.2% and its GDP remain constant in comparison to the eastern Europe and a central Europe (European union, 2009). From the unemployment point of view, it is been seen that the financial sector is most affected as compare to the other sectors throughout the Europe. In a report by â€Å"International Labour Organization† the bank s in Ireland are shedding maximum number of jobs. Similarly Dexia bank which is a joint venture between France and Belgium is also shedding large number of jobs. In the UK condition is worse as banks like Barclays and HSBC are laying off thousands of its employs (International Labour Organization, 2009). Export and import weaken: the recession also affected the export and import business of the EU27. The export business which contributes a lot to the economy faced a sharp decline and it could not help in balancing or reversing the effect of recession. It was recorded that during the period of 2008-2009 at the peak of recession, the export business of the United Kingdom fell to 6.9% which is the sharpest decline and which is never recorded in the UK history of export business and its import fell by 1.6% (Kathryn Hopkins, 2010). In euro zone there are countries like Germany, Netherlands and Sweden whose economies to a larger extent are reliant on the export business and at the time of recession they contributed very less to the GDP. They were only able to contribute half of the original contribution to its GDP and a country like France was able to contribute just  ¼ to the GDP. This affected the economy of the European nations badly, though not taking full advantage of the weaken eur o for doing the export business. All together EU27 GDP was reported to be -4% (Media Eghbal, 2009). Mergers and acquisitions: recession has not been beneficial in terms of mergers and acquisitions to Europe. Recession made MA at its lowest from the previous years but still there were some MA taking place within Europe, for example Lactalis a France based company buyed Ladorma a Romania based company and Rochea a Switzerland based company bought its share from Genentech Ltd (Claudiu Vranceanu, 2008). But it has been beneficial to developing countries like India and China, as number of mergers and acquisitions were taking place by them in Europe in 2008-2009. It was noticed that British company jaguar and land rover were acquired by the Indian automaker Tata, to make the British company free from the problem of cash flow (BBC, 2008). Similarly acquisition of Schoeweiss of Germany by the Indian auto maker Mahindra and Mahindra (Nimish Sharma, 2010). Decline in the Inflation rate with a threat of deflation: recession had a positive impact on a euro zone in a way that the inflation which was increasing from day to day basis prior recession, started to decline. In Europe it was recorded that the inflation reduced from 4% in the beginning of 2008 to 2.1% at the end of the year (Media Eghbal, 2009), as there was a shortage of cash flow in the market. In addition to this price of oil were also low, which resulted in the lower inflation rate throughout the Euro zone (Adrian Nash, 2008). It was predicted by the researchers that the consumers will be waiting for the cheaper commodity which will make them defer there purchase for the moment and that would affect the producers and the investors. This would deepen the nature of recession. Decline in the industrial production and reduction in revenue: it was experience for the first time that the Europe27 had a negative industrial growth, country like Germany known for its technicality and capability faced a technical recession for the first time in history, with a negative growth. Same was a fate of all European countries; they also faced a negative growth for example France with -.5%, Italy with -.7% and Spain with -.6% (Euro monitor, 2009). Weak currency and decline in interest rate in Europe: in the recession it was recorded that the euro was as its lowest as compared to the US dollar and UK pound and it was still not taking the advantage of doing the international business in terms of export. To minimize the effect of recession and to bring in the stability the Europe central bank steadily started to cut down its interest rate throughout Europe to promote the investors to take risk and bring in some cash flow in market. Effect on the tourism industry: the European tourism industry was severely affected by the financial crisis. By a report from the commission of European tourism, which states that the Europe experienced a sharpest decline in comparison to other part of the world in terms of the tourism revenue. Similarly a report from the World Tourism Organization also confirmed that the Europe tasted a negative growth of -1.1% in the international tourism in the year 2008 and 2009 (Ivan Camilleri, 2010). Evaluating the strategy for recovery proposed by president Jose Manuel Barrosso The new strategy has been proposed, which is named as â€Å"Europe 2020† has been brought into the act as the Lisbon treaty which was been implemented from the past one decade has come to meet its deadline on 2010. The new strategy for 2020 Europe in some ways is similar to the Lisbon Treaty. As in both the treaties issues of growth and competition with the major countries were discussed. Similarly both the treaties formed the new policy structure and the guidelines for the implementation. But the new strategy for Europe 2020 has introduced some new initiatives, which in the past treaties have been introduced but never have been implemented. The Europe 2020 strategy focuses more on the global warning and on the techniques, which need to be researched and developed for the better future. References Andrew Watt. (2009). ‘The economic crisis in Europe. Available: http://www.europeanforumcyprus.eu/Source/sem4/prs_AndrewWatt.pdf. Last accessed 2 April 2010. Kathryn Hopkins. (2010). ‘January trade deficit widens as exports fall. Available: http://www.guardian.co.uk/business/2010/mar/09/january-trade-deficit-widens. Last accessed 1April 2010. Media Eghbal. (2009). ‘The global financial crisis: recession bites into Western Europe. Available: http://www.euromonitor.com/The_global_financial_crisis_recession_bites_into_Western_Europe. Last accessed 1 April 2010. Claudiu Vranceanu. (2008). ‘Biggest mergers and acquisitions in 2008. Available: http://www.wall-street.ro/articol/English-Version/56433/Biggest-mergers-and-acquisitions-in-2008.html. Last accessed 4 April 2010. BBC. (2008). ‘Tata buys Jaguar. Available: http://news.bbc.co.uk/1/hi/7313380.stm. Last accessed 1 April 2010. Nimish Sharma. (2010). ‘Mergers and acquisitions in times of financial crisis. Available: http://www.dare.co.in/strategy/business-essentials/mergers-and-acquisitions-in-times-of-financial-crisis.htm. Last accessed 28 March 2010. Adrian Ash. (2008). ‘inflation during recession. Available: http://whiskeyandgunpowder.com/inflation-during-recession/. Last accessed 5 April 2010. International Labour Organization. (2009). ‘Impact of financial crisis on financial sector. Available: 12. http://www.ilo.org/wcmsp5/groups/public/dgreports/dcomm/documents/meetingdocument/wcms_103263.pdf. Last accessed 7 April 2010. European Union. (2009). ‘Unemployment in Europe. Available: 14. http://europa.eu/rapid/pressReleasesAction.do?reference=STAT/09/109. Last accessed 1 April 2010. Ivan Camilleri. (2010). ‘European tourism worst hit by recession. Available: http://www.tourismandaviation.com/news-475European_tourism_worst_hit_by_recession. Last accessed 7 April 2010. European Union. (2010). Europe 2020. Available: http://ec.europa.eu/commission_2010-2014/president/news/statements/pdf/20102010_2_en.pdf. Last accessed 2 April 2010.

Mark Twain not Racist the Adventures of Huckleberry Fin :: essays research papers

There is many racial elements in, The Adventures of Huckleberry Finn, a story that has caused much controversy over the years. The Adventures of Huckleberry Finn, by Mark Twain, was published two decades after the civil war was over, yet it is set in a time period before the civil war began so there is many examples of racism and slavery. Mark Twain believed that slavery, and owning slaves was acceptable, but he was not a racist. Mark Twain was for slavery because he grew up in a time period where it was okay to have slaves and it even boosted your social status, to own slaves. â€Å"He cared just as much for his people as white folks does for their’n. It don’t seem natural...†(155). Mark Twain thought that black people were on a lower level of social status than white people, and that they did not care for their families as much as white people did. â€Å"And then think of me! It would get all around that Huck Finn helped a nigger to get his freedom, and if I was ever to seen anybody from that town again I’d be ready to get down and lick his boots for shame†(212). In the 1860's it was considered immoral and a sin to help a slave into freedom. Mark Twain’s character, Huckleberry Finn, is ashamed that he helped the slave Jim to escape, yet he is good to Jim, so there is a bit of conflicting interests in Huck’s and Jim’s relationship. Mark Twain was not a racist because he did not portray Huckleberry Finn as one in The Adventures of Huckleberry Finn. â€Å"People would call me a low-down abolitionist and despise me for keeping mum, but that don’t make no difference†(43). Huck new it was wrong to help Jim escape, but that was his friend and he did not care was the other people thought. â€Å"All right, then, I’ll go to hell†(214). Huck decides that he doesn’t want to give up Jim’s locations so he decides to rip up the letter that he was going to send to Jim’s owner Miss Watson, even if it meant that he would go to hell for committing what he believed was a sin. â€Å"I saved him by telling the men we had smallpox aboard, and he was so grateful, and said I was the best friend old Jim ever had in the world, and the only one he’s got now†(214).

“My Last Duchess” by Robert Browning Essay

The speaker is notably a snobbish, childish, and indifferent Duke. He does not seem to have any remorse for his murder of his â€Å"Duchess† and remains arrogantly steadfast to his justification that his murder was for the cause of her (the Duchess’s) â€Å"too soon made glad† by other men, and her smiles to everyone who passed. He describes her as if she was just another distant thing in the past, and disregards the painting of her as just another piece of artwork. The poem begins with the Duke of Ferrara introducing the painting to an audience (probably another duke). He begins with how the painting was made, and then moves on to how her â€Å"heart [was] too easily impressed†. As the poem develops, the Duke becomes more and more spiteful about his â€Å"last Duchess† and feels that she regarded his gifts as â€Å"anybody’s gift†. He resents her smiles to him because she smiles to all who passed, and resolved to give commands to stop all the smiles together. Finally, he moves on to show his other artworks in his collection, referring to his Neptune taming a sea-horse sculpture. The poem has rhyming lines, but the rhyme is usually in the middle of an idea or sentence, giving the poem a thrusting movement forward. The mainly iambic pentameter unifies the poem, with occasional trochaic, dactylic, and anapestic words to offset certain ideas, such as â€Å"countenance†, â€Å"busily†, â€Å"easily†, â€Å"broke in†, and â€Å"all smiles†. Certain denotative words such as â€Å"countenance† and â€Å"earnest† also offset certain ideas, as well as give subliminal messages revealing the Duke’s murderous intents. #2The Duke of Ferrara craves attention, and would kill those who do not pay special attention to him. The poem starting in the middle of some Duke’s guide through his art collection, with no reference to things directly before or after, other than a few allusions to the past, leaves the reader slightly bewildered, and forces the reader to thread together the ideas into a complete, comprehensive picture. The reader must pay close attention in order to understand the meaning of the poem; similarly, the Duke of Ferrara wants people to pay dedicated attention to him to understand his character. From the beginning of the poem, it is obvious that the Duke regards his â€Å"last Duchess† as merely a â€Å"wonder†, a replaceable piece of artwork, with her memory just another thing of the past. He recalls the painter of his Duchess’s portrait, Fra Pandolf, and his ability to capture the depth and passion of the Duchess’s â€Å"countenance† in an â€Å"earnest glance†. He boasts of the glance as â€Å"her husband’s presence only†, but from there he remembers the way in which his Duchess blushed at the painter’s flattering remarks. From there, the Duke digresses and lapses into arrogant and childish jealousy. â€Å"She had a heart †¦ how shall I say? †¦ too soon made glad† was his initial criticism. As the poem develops, the Duke becomes increasingly critical of his Duchess’s â€Å"smiles† and attention to everyone, with no singular attention to him. He transgresses from his reminiscing by concluding that he â€Å"gave commands; /Then all smiles stopped together.† The Duke then moves on to other artworks such as his â€Å"Neptune [†¦] taming a sea-horse† and comments that it is a â€Å"rarity†, further demeaning the importance of his â€Å"last duchess†. The poem has rhyming lines, but the rhyme is usually in the middle of an idea or sentence, giving the poem a thrusting movement forward while maintaining certain continuity for the reader. The reader must pay close attention to not skimming the poem because of the thrusts at the end of lines, again reinforcing the theme of attention-craving. The mainly iambic pentameter unifies the poem, with occasional trochaic, dactylic, and anapestic words to offset certain ideas, such as â€Å"countenance† (for diction), â€Å"busily† (emphasize jealousy), â€Å"easily† (emphasize Duchess’s â€Å"too easily impressed†), and â€Å"all smiles† (emphasizing again the â€Å"too soon made glad†). Certain denotative words such as â€Å"countenance† (appearance or a look of encouragement) and â€Å"earnest† (meaning either sincere or grave/serious) also offset certain ideas, as well as give subliminal messages revealing the Duke’s mur derous intents.