...Processing. In this highly advanced technological era, it is almost unimaginable for companies not to implement systems such as SAP’s so as to boost their Information Systems. Since the global community has 'gotten much smaller', than say fifty years ago, it is imperative that companies design their Information Systems with integrated features so as to operate effectively between countries. The implementation of SAP technology is no longer an advantage but a competitive parity and its relevance toward the field of Management Information Systems is paramount. "Get in the game or fall off the wayside." The story and development of this giant of a company is remarkable. SAP grew from a very modest five member staff at the founding of the company in 1972 to approximately 53,000 employees 38 years later (sap.com ). That is like hiring an average of 1432 employees per year for the last 37 years; a significant contribution by many standards. The company's success and relevance to the world of Information Systems can be attributed to its founders, management, and employees realizing SAP's mission through a vision. It is hard to argue that the company had not done remarkably well, when in 2010 "more than 50,000 customers and other interested people attended SAP's SAPPHIRE Now event either live or online" (sap.com ). Curran and Ladd confirmed the company's success by noting, "SAP is the number one vendor of standard business application software and is the fourth largest independent...
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...Summary BP plc, formerly known as British Petroleum and Anglo-Persian Oil Company, is a multinational oil and gas company headquartered in London, England (“BP”). It is the fifth-largest company in the world measured by 2012 revenues (BP Annual Report 51). Its extensive corporate history has created a non-malleable image and reputation which present-day marketing strategies must overcome in order to effectively promote the ideals of industry leadership and ethical responsibility. BP is faced with significant challenges to its brand as a consequence of its widely-known safety and environmental policy issues. An explosion at one of its Texas refineries caused fifteen deaths, 170 injuries, and a violation of the Clean Air Act in 2005. Years of neglecting pipeline corrosion led to its violation of the Clean Water Act in 2006 when Alaskan oil pipelines leaked crude oil into the tundra. The following year, another BP spill occurred near Prudhoe Bay, leaking toxic chemicals into the tundra and thus killing wildlife and vegetation (“BP Gulf Coast Disaster and Recovery”). These incidents, however, were dwarfed by an explosion at BP’s Gulf of Mexico offshore drilling rig, Deepwater Horizon, in April 2010. The explosion caused the largest accidental marine oil spill in the history of the petroleum industry. It resulted in the deaths of eleven people and the release of an estimated 210 million gallons of oil into the surrounding environment (On-Scene Coordinator Report). BP controversially...
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...A StateCorporate Environmental Crime Analysis of the 2010 Gulf of Mexico Oil Spill Elizabeth A. Bradshaw Western Michigan University, brads2ea@cmich.edu Follow this and additional works at: http://scholarworks.wmich.edu/dissertations Recommended Citation Bradshaw, Elizabeth A., "Deepwater, Deep Ties, Deep Trouble: A State-Corporate Environmental Crime Analysis of the 2010 Gulf of Mexico Oil Spill" (2012). Dissertations. Paper 53. This Dissertation-Open Access is brought to you for free and open access by the Graduate College at ScholarWorks at WMU. It has been accepted for inclusion in Dissertations by an authorized administrator of ScholarWorks at WMU. For more information, please contact maira.bundza@wmich.edu. DEEPWATER, DEEP TIES, DEEP TROUBLE: A STATE-CORPORATE ENVIRONMENTAL CRIME ANALYSIS OF THE 2010 GULF OF MEXICO OIL SPILL by Elizabeth A. Bradshaw A Dissertation Submitted to the Faculty of The Graduate College in partial fulfillment of the requirements for the Degree of Doctor of Philosophy Department of Sociology Advisor: Ronald C. Kramer, Ph.D. Western Michigan University Kalamazoo, Michigan August 2012 THE GRADUATE COLLEGE WESTERN MICHIGAN UNIVERSITY KALAMAZOO, MICHIGAN June 29, 2012 Date WE HEREBY APPROVE THE DISSERTATION SUBMITTED BY Elizabeth A. Bradshaw ENTITLED Deepwater, Deep Ties, Deep Trouble: A State-Corporate Environmental Crime Analysis of the 2010 Gulf of Mexico Oil Spill AS PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE OF Doctor...
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...: | LAW 60504 | No of Words | : | 2415 | Due Date | : | 17th OCTOBER 2014 | Date of Submission | : | 17th OCTOBER 2014 | Lecturer | : | DR. KUEK | CANDIDATE DECLARATION I hereby declare that the coursework produced herein is based on my original effort except for quotations and citations that have been duly acknowledged. This work or any part of it has not been previously or is not concurrently submitted for any other degree at Taylor’s University or any other institution. I also fully understand that in the event of any academic dishonesty on my part, I may be subjected to the strictest disciplinary action at the discretion of Taylor’s University Malaysia. _______________________ NAME : TEY LI YING STUDENT NO: 0321795 NRIC NO: 970628-60-5046 DATE: 17th OCTOBER 2014 ‘Indeed, an absolute separation would in practice be counterproductive in that it would prevent the abuse of power by preventing the exercise of power. Government could not operate if this were the case.’ Neil Parpworth, Constitutional & Administrative Law, (Oxford University Press, 2008) Discuss whether this statement is true in the UK. If it is, how does UK prevent the abuse of powers if there is no strict separation of powers between the Executive, Legislative and the Judiciary? John Locke’s conception of “where-ever law ends, tyranny begins” can be linked inextricably with the ideology of separation of powers. To elaborate on that, if one were...
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...public. For more information, please visit www.eccr.org.uk. Acknowledgements ECCR would like to thank the five civil society organisations that contributed case studies based on their work in the Niger Delta; Cordaid for generously sponsoring the report; members, partners and independent experts who advised, read and commented on the text before publication; Royal Dutch Shell Plc and Shell Petroleum Development Corporation of Nigeria for providing company information and commenting on the text. Cover photo credits: Friends of the Earth International; IRIN/UN Office for the Coordination of Humanitarian Affairs; Milieudefensie/Friends of the Earth Netherlands; Stakeholder Democracy Network. Disclaimers ECCR has commissioned and published these case studies as a contribution to public understanding. The text has undergone a careful process of fact-checking and review to achieve accuracy and balance. Nevertheless, the views expressed in the case studies do not necessarily represent in every respect or detail those of ECCR. The views expressed outside the case study written by Pro-Natura International (Nigeria) (PNI) are not necessarily those of PNI. How useful was this report? ECCR invites readers and users of this report to send us their comments. Please inform us of any engagement or dialogue you...
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...as a merger and acquisition. It is imperative that everyone involved in the process has a clear understanding of how the process works. Hopefully this short course will provide you with a better appreciation of what is involved. You might be asking yourself, why do I need to learn the merger and acquisition (M & A) process? Well for starters, mergers and acquisitions are now a normal way of life within the business world. In today's global, competitive environment, mergers are sometimes the only means for long-term survival. In other cases, such as Cisco Systems, mergers are a strategic component for generating long-term growth. Additionally, many entrepreneurs no longer build companies for the long-term; they build companies for the short-term, hoping to sell the company for huge profits. In her book The Art of Merger and Acquisition Integration, Alexandra Reed Lajoux puts it best: Virtually every major company in the United States today has experienced a major acquisition at some point in history. And at any given time, thousands of these companies are adjusting to post-merger reality. For example, so far in the decade of the 1990's (through June 1997), 96,020 companies have come under new ownership worldwide in deals worth a total of $ 3.9 trillion - and that's just counting acquisitions valued at $ 5 million and over. Add to this the many smaller companies and nonprofit and governmental entities that experience mergers every year, and the M & A universe becomes large indeed...
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...CoNTE j\:\PORA.R'f Contents Foreword Preface iii v Chapter 1 The Cold War Era 1 Chapter 2 The End of Bipolarity 17 Chapter 3 US Hegemony in World Politics 31 Chapter 4 Alternative Centres of Power 51 Chapter 5 Contemporary South Asia 65 Chapter 6 International Organisations 81 Chapter 7 Security in the Contemporary World 99 Chapter 8 Environment and Natural Resources 117 Chapter 9 Globalisation 135 Chapter 1 The Cold War Era OVERVIEW This chapter provides a backdrop to the entire book. The end of the Cold War is usually seen as the beginning of the contemporary era in world politics which is the subject matter of this book. It is, therefore, appropriate that we begin the story with a discussion of the Cold War. The chapter shows how the dominance of two superpowers, the United States of America and the Soviet Union, was central to the Cold War. It tracks the various arenas of the Cold War in different parts of the world. The chapter views the NonAligned Movement (NAM) as a challenge to the dominance of the two superpowers and describes the attempts by the non-aligned countries to establish a New International Economic Order (NIEO) as a means of attaining economic development and political independence. It concludes with an assessment of India’s role in NAM and asks how successful the policy of nonalignment has been in protecting India’s interests. The end of the Second...
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...Abdul Razak 157458 Tay Yee Joe 159264 Semester 2, 2013/2014 * Table of Contents 1.0 Introduction 1 2.0 Case Overview 2 3.0 Issues Identified in FCB 4 3.1 Material Misstatements in Financial Statements of FCB 4 3.2 Lack of Internal Control 7 3.3 Weaknesses on the Corporate Governance 9 3.4 Ethical Issues of the Top Management and Auditors 11 4.0 Recommended solutions 15 5.0 Conclusion 23 6.0 Appendices 24 Introduction Flat Cargo Berhad (FCB) is an air cargo company, which was listed in Bursa Malaysia on 15th September 2001. It was known to be one of the largest airfreight companies in Malaysia. The company was registered as an investment holding company with several subsidiaries, for which their principal activities ranging from air freight services to ground handling services. FCB was the only dedicated Intra-Asian overnight express cargo operator based in Malaysia and had exclusive excess to an international cargo complex at Sultan Abdul Aziz Shah Airport in Subang. Furthermore, as it has successfully secured the landing rights in Asia Pacific regions, FCB was in ideal niche position to serve the international integrators, freight forwarders, and major airlines within Asian region. However, as highlighted in this case, the auditors had identified several suspicious findings in a financial audit engagement. In 2006, Mr. Chuah, an auditor from Kencana & Associate s had noticed some irregularities of accounting records in...
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...Today’s Perspectives Applying Psychology in the 21st Century: Psychology Matters Psychology’s Key Issues and Controversies Psychology’s Future MODULE 3 What is the scientific method? ● What role Research in Psychology do theories and hypotheses play in The Scientific Method psychological research? ● What research Descriptive Research methods do psychologists use? ● How do Experimental Research Psychological Research psychologists establish cause-and-effect relationships using experiments? MODULE 4 What major issues confront psychologists conducting research? Research Challenges: Exploring the Process The Ethics of Research Exploring Diversity: Choosing Participants Who Represent the Scope of Human Behavior Neuroscience in Your Life: The Importance of Using Representative Participants Should Animals Be Used in Research? Threats to Experimental Validity: Avoiding Experimental Bias Becoming an Informed Consumer of Psychology: Thinking Critically About Research...
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...Excellence in Financial Management Course 7: Mergers & Acquisitions (Part 1) Prepared by: Matt H. Evans, CPA, CMA, CFM This course (part 1) provides a concise overview of the merger and acquisition process, including the legal process, federal regulations and due diligence. The purpose of the course is to give the user a solid understanding of how mergers and acquisitions work. This course is recommended for 2 hours of Continuing Professional Education. In order to receive credit, you will need to pass a multiple choice exam which is administered over the internet at www.exinfm.com/training Published March 2000 Chapter 1 Basic Concepts Mergers and acquisitions represent the ultimate in change for a business. No other event is more difficult, challenging, or chaotic as a merger and acquisition. It is imperative that everyone involved in the process has a clear understanding of how the process works. Hopefully this short course will provide you with a better appreciation of what is involved. You might be asking yourself, why do I need to learn the merger and acquisition (M & A) process? Well for starters, mergers and acquisitions are now a normal way of life within the business world. In today's global, competitive environment, mergers are sometimes the only means for long-term survival. In other cases, such as Cisco Systems, mergers are a strategic component for generating long-term growth. Additionally, many entrepreneurs...
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...Jim. They’ve agreed to a meeting. We’ve got three days to resolve this thing. The question is, what approach should we take? How do we get them to accept our offer? Randall, president of Capital Mortgage Insurance Corporation (CMI), had called Dolan, his senior vice president and treasurer, into his office to help him plan their strategy for completing the acquisition of Corporate Transfer Services (CTS). The two men had begun informal discussions with the principal stockholders of the small employee relocation services company some four months earlier. Now, in late May 1979, they were developing the terms of a formal purchase offer and plotting their strategy for the final negotiations. The acquisition, if consummated, would be the first in CMI’s history. Furthermore, it represented a significant departure from the company’s present business. Randall and Dolan knew that the acquisition could have major implications, both for themselves and for the company they had revitalized over the past several years. Jim Dolan ignored Frank Randall’s intense look and gazed out the eighth-floor window overlooking Philadelphia’s Independence Square. That’s not an easy question, Frank. We know they’re still looking for a lot more money than we’re thinking about. But beyond that, the four partners have their own differences, and we need to think through just what they’re expecting. So I guess we’d better talk this one through pretty carefully. Company and Industry Background ...
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...Choose four (4) of the following questions and answer them in short essay format. All questions are worth equal marks. (12.5 marks each) QUESTION 1 (12.5 marks) Discuss the key factors in the international environment that managers of emerging global organisations look to as threats to their international operations. Provide examples as appropriate. -Politic -Economic -Social issue - Technology QUESTION 2 (12.5 marks) What are Porter’s competitive forces in an organisation’s environment? Explain them and provide examples to illustrate your answer. 1. Competition in the industry - : What is important here is the number and capability of your competitors. If you have many competitors, and they offer equally attractive products and services, then you'll most likely have little power in the situation, because suppliers and buyers will go elsewhere if they don't get a good deal from you. On the other hand, if no-one else can do what you do, then you can often have tremendous strength. Eg : AirAsia competition is Malindo air, they are in same industry. 2. Potential of new entrants into industry - Power is also affected by the ability of people to enter your market. If it costs little in time or money to enter your market and compete effectively, if there are few economies of scale in place, or if you have little protection for your key technologies, then new competitors can quickly enter your market and weaken your position. If you have strong and durable...
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...have been killed. Other estimates put the death toll higher, up to 400,000. International media has only limited access due to the remoteness and instability in this vast region the size of France. So we don’t see all the day to day details of suffering as we did, for example, in late 1998 in Kosovo. Those images and reports helped trigger UN ultimatums and eventual NATO intervention in 1999. After the Holocaust, the world said “never again” should we stand by and watch while millions are slaughtered. After the Cambodian genocide of the 1970s, after the Rwandan genocide of 1994, and after the mass killings in Srebrenica in Bosnia in 1995, the world also stood by, and then said “never again.” And now we have Darfur. Thus Darfur can be seen as a profound test of the credibility of the international community: the United Nations, the international NGO community, the African Union, and citizens and governments around the world. Is there the will to act in Darfur or will we stand by once again? Questions to consider: On the political level: Is it a rebellion? Is it an internal It would be too easy to lay the blame Sudanese matter? Under what conditions can other states for the current crisis on the infamous intervene? “Janjaweed” or on the Sudanese government in Khartoum or on Sudan’s Is the killing “genocide”? How would this be determined history of civil war. The...
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...Responding to the Environment Adapting to the Environment: Changing Yourself Influencing Your Environment Changing the Environment You Are In Choosing a Response Approach Culture and the Internal Environment of Organizations Diagnosing Culture Managing Culture LO 1 Describe how environmental forces influence organizations and how organizations can influence their environments. p. 48 Distinguish between the macroenvironment and the competitive environment. p. 48 Explain why managers and organizations should attend to economic and social developments. p. 50 Identify elements of the competitive environment. p. 55 Summarize how organizations respond to environmental uncertainty. p. 63 Define elements of an organization’s culture. p. 72 Discuss how an organization’s culture affects its response to its external environment. p. 72 LO 2 LO 3 LO 4 LO 5 LO 6 LO 7 Management Close-Up HOW CAN LARRY BLANFORD KEEP GREEN MOUNTAIN COFFEE ROASTERS PERKING? In 1981, Bob Stiller began serving his coffee to custompiece of pie or a donut. Not until the mid-1990s did cofers in a tiny Vermont café. He was focused simply on fee brewing became an art form, as the Starbucks-led giving them the highest-quality freshly roasted coffee coffee revolution began to sweep across America. at a reasonable price. As his Green...
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...responsibility. As his opening sentence indicates: responsibility is part (but an important part!) of the broader concept of “an ethic for the administrative role” (2004, p. 80). As he also makes clear, it is not easy to be an ethical, responsible administrator, especially when one gets past the „expressive level‟ (pp. 19-20) of ethical reflection (which he presents as the level of emotive outbursts); and when one gets past the „level of moral rules‟ (pp. 20-22), which he presents as the level of cheesy rules of thumb. After this level (in this sort of Super Mario Does Ethical Reflection video game), one enters the Level of Ethical Analysis (pp. 22-6). This lecture looks at a number of complimentary approaches to this ethical analysis. Schafer’s accountability, responsibility, and absolute liability Schafer opens by characterizing responsibility as “a slippery and ambiguous concept, and accountability is scarcely less so” (1999, p. 5). Kernaghan illustrates this, too, in opening with: Political executives are held responsible for personal wrongdoing. They are not, however, expected to assume personal responsibility by way of resignation for the acts of administrative subordinates about which they could not reasonably be expected to have knowledge. (1972, p. 573) The Schafer article both presents an interesting case study, and also has a nice discussion that teases out some differences between accountability, responsibility, and absolute liability. As an aside on the importance of language...
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