...interpretation of written prescriptions. An Optician is an integral part of the vision care experience that adheres to exacting standards in order to enhance your vision. In this field, the optician responsibilities are finishing and fitting eyeglass lenses, frames, and contact lenses. An Optician turn the Doctor’s prescription into the glasses or contact lenses the patient or customer need to make their vision the best it can be. An optician can also dispense low vision aids and artificial eyes. Education and Training Requirement Becoming an optician, most opticians have at least a high school diploma. Opticians typically learn job skills through formal on-the-job programs. This training includes technical instruction in which, for example, new opticians measure a customer’s eyes or adjust frames under the supervision of an experienced optician. Trainees also learn sales and office management practices. A number of community colleges and technical schools offer formal education in opticianry. Some award an associate’s degree, which takes two years. Others offer a certificate, which takes one year. As of 2010, the Commission on Opticianry Accreditation accredited twenty one associate's degree programs in fourteen states. Miami Dade College is one of the institution that offers the Opticianry program. The admission criteria for the program is to obtain college level placement in PERT and GPA 2.0 Coursework includes classes in optics, anatomy, Geometry, Data collection...
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...Learned to Trust Ally That Once Burned It,” Wall Street Journal, February 27, 2003, p. A4; “BP Won’t Abandon Driving Forces,” Wall Street Journal, November 27, 2003, p. A7. “Dell Set to Create More Than 100 Full-Time Jobs in Bray,” Irish Times, August 17, 2002, p. 15. Peter Landers, “Foreign Aid: Why Some Sony Gear Is Made in Japan,” Wall Street Journal, June 14, 2001, p. A1. Barnaby J. Feder, “IBM Beats Earnings Expectations Again,” New York Times, January 17, 2003, p. C4. Peter Landers, “Volkswagen and GM Racked Up Strong Sales in China in 2003,” Wall Street Journal, January 6, 2004, p. A3. Peralte C. Paul, “Daimler Bails Out of Deal,” Atlanta JournalConstitution, September 24, 2003, p. A1. Nicholas Itano, “GM Returns 10 Years After End of Apartheid,” New York Times, January 30, 2004, p. W1. Saritha Rai, “A Giant So Big It’s a Proxy for India’s Economy,” New York Times, June 6, 2004, p. W1. Ibid. WTO, “World Trade 2003, Prospects for 2004; Stronger Than Expected Growth Spurs Modest Trade Recovery,” WTO Press Release 373, April 5, 2004, p. 1. Ibid. Thomas Friedman, The Lexus and the Olive Tree: Understanding Globalization (New York: Farrar, Straus & Giroux, 1999). Jonathan P. Doh and Hildy Teegen, Globalization and NGOs: Transforming Business, Government, and Society (Westport, CT: Praeger, 2003). For discussion of some of the emerging concerns surrounding globalization, see Peter Singer, One World: The Ethics of Globalization (New Haven: Yale University Press, 2002); George...
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...WorldCom Case Study1 By Dennis Moberg (Santa Clara University) and Edward Romar (University of Massachusetts-Boston) (The original of this document can be found at the Santa http://www.scu.edu/ethics/dialogue/candc/cases/worldcom.html#one. Clara University website at An update for this case is available at http://www.scu.edu/ethics/dialogue/candc/cases/worldcomupdate.html . Note that this update is not part of the syllabus for the PRM or Associate PRM exam. It is included for reference and explanation only.) 2002 saw an unprecedented number of corporate scandals: Enron, Tyco, Global Crossing. In many ways, WorldCom is just another case of failed corporate governance, accounting abuses, and outright greed. But none of these other companies had senior executives as colorful and likable as Bernie Ebbers. A Canadian by birth, the 6 foot, 3 inch former basketball coach and Sunday School teacher emerged from the collapse of WorldCom not only broke but with a personal net worth as a negative nine-digit number.2 No palace in a gated community, no stable of racehorses or multi-million dollar yacht to show for the telecommunications giant he created; only debts and red ink--results some consider inevitable given his unflagging enthusiasm and entrepreneurial flair. There is no question that he did some pretty bad stuff, but he really wasn't like the corporate villains of his day: Andy Fastow of Enron, Dennis Koslowski of Tyco, or Gary Winnick of Global Crossing.3 Personally, Bernie...
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...WorldCom Case Study1 By Dennis Moberg (Santa Clara University) and Edward Romar (University of Massachusetts-Boston) (The original of this document can be found at the Santa http://www.scu.edu/ethics/dialogue/candc/cases/worldcom.html#one. Clara University website at An update for this case is available at http://www.scu.edu/ethics/dialogue/candc/cases/worldcomupdate.html . Note that this update is not part of the syllabus for the PRM or Associate PRM exam. It is included for reference and explanation only.) 2002 saw an unprecedented number of corporate scandals: Enron, Tyco, Global Crossing. In many ways, WorldCom is just another case of failed corporate governance, accounting abuses, and outright greed. But none of these other companies had senior executives as colorful and likable as Bernie Ebbers. A Canadian by birth, the 6 foot, 3 inch former basketball coach and Sunday School teacher emerged from the collapse of WorldCom not only broke but with a personal net worth as a negative nine-digit number.2 No palace in a gated community, no stable of racehorses or multi-million dollar yacht to show for the telecommunications giant he created; only debts and red ink--results some consider inevitable given his unflagging enthusiasm and entrepreneurial flair. There is no question that he did some pretty bad stuff, but he really wasn't like the corporate villains of his day: Andy Fastow of Enron, Dennis Koslowski of Tyco, or Gary Winnick of Global Crossing.3 Personally, Bernie...
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...The Fraud of the Century: The Case of Bernard Madoff The fraud perpetrated by Bernard Madoff which was discovered in December, 2008 is based upon a Ponzi scheme. Madoff took money from new investors to pay earnings for existing customers. The greater the payout to retiring and withdrawing customer, the more revenue or clients he would need to start and “investment relationship” with Madoff. The Ponzi scheme was named after Charles Ponzi who in the early 20th Century, saw a way to profit from international reply coupons. International reply coupons were a guarantee of return postage in response to an international letter. Charles Ponzi determined that he could make money, legally, by swapping out these coupons for more expensive postage stamps in countries where the stamps were of higher value. While making a significant profit with this system, Ponzi got the idea of enticing investors to provide him more capital to trade coupons for higher priced postage stamps. His promise to investors was a 50% profit in a few days. Touted as a financial wizard and the ‘Warren Buffet’ of his day, Ponzi lived outside Boston, he had a fairly opulent life bringing in as much as $250,000/day. Part of Ponzi’s success came from is personal charisma and ability to con even savvy investors. The promised payout was supported by the new investors anxious to take advantage of these robust returns because he appeared to create an image of power, trust, and responsibility. In July of 1920...
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...WorldCom By Dennis Moberg (Santa Clara University) and Edward Romar (University of Massachusetts-Boston) 2002 saw an unprecedented number of corporate scandals: Enron, Tyco, Global Crossing. In many ways, WorldCom is just another case of failed corporate governance, accounting abuses, and outright greed. But none of these other companies had senior executives as colorful and likable as Bernie Ebbers. A Canadian by birth, the 6 foot, 3 inch former basketball coach and Sunday School teacher emerged from the collapse of WorldCom not only broke but with a personal net worth as a negative nine-digit number.2 No palace in a gated community, no stable of racehorses or multi-million dollar yacht to show for the telecommunications giant he created. Only debts and red ink--results some consider inevitable given his unflagging enthusiasm and entrepreneurial flair. There is no question that he did some pretty bad stuff, but he really wasn't like the corporate villains of his day: Andy Fastow of Enron, Dennis Koslowski of Tyco, or Gary Winnick of Global Crossing.3 Personally, Bernie is a hard guy not to like. In 1998 when Bernie was in the midst of acquiring the telecommunications firm MCI, Reverend Jesse Jackson, speaking at an all-black college near WorldCom's Mississippi headquarters, asked how Ebbers could afford $35 billion for MCI but hadn't donated funds to local black students. Businessman LeRoy Walker Jr., was in the audience at Jackson's speech, and afterwards set him straight...
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...The Fraud of the Century: The Case of Bernard Madoff The fraud perpetrated by Bernard Madoff which was discovered in December, 2008 is based upon a Ponzi scheme. Madoff took money from new investors to pay earnings for existing customers. The greater the payout to retiring and withdrawing customer, the more revenue or clients he would need to start and “investment relationship” with Madoff. The Ponzi scheme was named after Charles Ponzi who in the early 20th Century, saw a way to profit from international reply coupons. International reply coupons were a guarantee of return postage in response to an international letter. Charles Ponzi determined that he could make money, legally, by swapping out these coupons for more expensive postage stamps in countries where the stamps were of higher value. While making a significant profit with this system, Ponzi got the idea of enticing investors to provide him more capital to trade coupons for higher priced postage stamps. His promise to investors was a 50% profit in a few days. Touted as a financial wizard and the ‘Warren Buffet’ of his day, Ponzi lived outside Boston, he had a fairly opulent life bringing in as much as $250,000/day. Part of Ponzi’s success came from is personal charisma and ability to con even savvy investors. The promised payout was supported by the new investors anxious to take advantage of these robust returns because he appeared to create an image of power, trust, and responsibility. In July of 1920...
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...the stock, it fell to just over $27 per share (Kennon). When the shares rebounded to $40 he sold the shares, but regretted his actions when the shares shot up to $200. The experience taught him that patience is a virtue (Kennon). Buffett was a graduate of the University of Nebraska-Lincoln. Some time after graduation, Buffett had the opportunity to work for his mentor, Ben Graham, on Wall Street. There, he spent his day analyzing S&P reports, searching for investment opportunities (Kennon). He took a different interest than that of his mentor, he became interested in how a company worked, what made it superior to competitors and observed how the company was managed when deciding to invest; he was not interested in the corporate leadership of the companies he researched and invested in. In the mid-1950’s Buffett aligned himself with seven limited partners and created Buffett Associates, Ltd. Over the course of five years, the Buffett organization earned 251% profit, much higher than the Dow, who came in at 74.3% during the same period. After ten years, the Buffett Partnership (the new entity created from the limited partners) had profits up 1,156% compared to the Dow’s 123%. The year following the Vietnam War...
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...Prove as Popular as Free," The Wall Street Journal(June 20, 2000): B1; L. Gomes, "Napster is Ordered to Stop the Music," The Wall Street Journal(July 27, 2000): A3; K.T. Greenfeld, "The Digital Reckoning," Time (May 22, 2000): 56. 2 D. Brittan, "Waiting for Uncle Bill," MIT's Technology Review 100(3) (1997): 69. 3 A. Serwer, "Bill Gates Gets Really Generous," Fortune (March 1, 1999): 35. 4 F. Rice, "Denny's Changes Its Spots," Fortune (May 13, 1996): 133–134. 5 M. Thomas, "Advantica Tops Fortune's List of Best Companies for Minorities," The State(June 27, 2000): 1. 6 D.R. Dalton, M.B. Metzger, and J.W. Hill, "The 'New' U.S. Sentencing Commission Guidelines: A Wake-up Call for Corporate America," Academy of Management Executive (February 1994): 7–16. 7 R.A. Melcher, "Europe, Too, Is Edgy about Imports From America," Business Week(January 27,1992): 48–49. 8 S.A. Waddock, "Building Successful Social Partnerships," Sloan Management Review(Summer 1988): 18. 9 J. Vleggaar, "The Dutch Go Back to School for R&D," The Journal of Business Strategy(March/April 1991): 8. 10 "WorldCom, Sprint Continue Antitrust Discussions," The Wall Street Journal (June 23, 2000): B6. 11 M.E. Porter, Competitive Strategy: Techniques for Analyzing Industries and Companies (New York: The Free Press, 1980); D.F. Jennings and J.R. Lumpkin, "Insights between Environmental Scanning Activities and Porter's Generic Strategies: An Empirical Analysis," Journal of Management 18 (1982): 791–803...
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...Running head: Patent Games: Plavix Patent Games: Plavix Case Study Columbia Southern University – DBA 7035 Patent Games: Plavix Case Study This paper will take a close look at some of the issues surrounding Apotex in the early 2000s. This company was working increasingly hard to break into the U.S. Market with their generic version of clopidogrel bisulfate, also known as Plavix. In addition, this paper will also explore how Sanofi-Aventis and Bristol-Meyers tried to maximize on forming monopolies to wean out their competitors, but instead caused more issues for their companies and how they FTC and state attorneys could have also shown a little more control and flexibility in making this agreement work for each party. Q1. Why did Bristol-Myers Squibb and Sanofi-Aventis seek a settlement rather than let the patent infringement case go to trial? The reason why Bristol-Myers Squibb and Sanofi-Aventis decided to seek a settlement could easily be because the patent infringement could have easily costs the companies more money if it were set to go to trial. In many instances, businesses pay more money by going directly to trial than settling out of court for a better result. Baron states, “Bristol-Myers Squibb and Sanofi – Aventis also agreed to pay Apotex at least $40 million if the agreement were approved and a $60 million break – up fee if the agreement would not receive antitrust approval” (Baron, 2010, p. 407). This settlement allowed Bristol Myers and Sanofi-Aventis...
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...Accession Number: 102270931 Full Text: The Accounting profession is undergoing very trying times. The actions of a few have transformed it from one of the most highly respected professions to one that is now far less valued. The authors recount recent events which have served to discredit the profession. They examine current legislative reaction to these events, and provide an analysis of what can be done to regain Accounting's status. Introduction The rash of recent accounting-related indiscretions has left the profession tarnished. Not long ago, the accounting profession was among the most admired. What must accountants do to regain the trust they once enjoyed? The mistakes of the past must not be repeated. Indeed, fundamental changes are needed. The Government will certainly be an intervening factor, and its influence is now inevitable. Some would say that misleading practices contributed to the hyper growth of the stock market during the 1990's. (1) What actually happened is that the grand expectations of the stock market put great pressure on management to continuously outperform from year to year. Companies routinely presented analysts with 15% growth annually. "Making the numbers" depended on it. With such a mindset, it's no wonder that management was compelled to manipulate the numbers. There is tremendous pressure to find creative ways to inflate revenue when a salary bonus depends on making or exceeding a number. Consequently, the auditor invariably gets...
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...Starbucks a Strategic Analysis Past Decisions and Future Options 1 Contents Introduction ......................................................................................................................... 4 Michael Porter’s 5 Forces Analysis (Past) .......................................................................... 7 Industry Rivalry ............................................................................................................................ 8 Potential for new entrants ........................................................................................................ 10 Substitute Products ................................................................................................................... 12 Bargaining Power of Buyers ...................................................................................................... 13 Bargaining Power of Suppliers................................................................................................... 14 Summary: The Five Market Forces in Specialty Coffee in 1987 ..................................... 15 Specialty Coffee Industry Attractiveness.......................................................................... 16 Starbucks’ Original Generic Strategy ............................................................................... 19 Starbucks’ Success Factors ............................................................................................... 22 First-mover...
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...director, Walter Hewlett, who had initiated the proxy fight opposing the merger and who hit' lrpsiPbd in 2003. After the a cquisitio, Fiorina cut approximately 15,000 jobs; meanwhile, she failed to produce the n promised results. One year after the acquisition, H.P.'s share price had lost approximately 2 percent of its value, while IBM and Dell had seen increases in their share prices. H.P.'s revenues also declined more than Fiorina had originally predicted. She was unable to develop and execute a strategy that the board believed would generate a recovery for H.P. (For more details: Krishna G. Palepu, Jay W. HP Chief Hurd quits after sexual harassment claim CNN Money August 6 2010 •1i J1J / View: At H.P., Governance Trumps Gossip," The New York...
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...Instructions 1) Get a handle on the naming and quoting conventions for your commodity product. If you find your data through a news provider such as The Wall Street Journal or The New York Times, you do not have to worry about what the bizarre ticker codes stand for, since the products are listed without them. Even the CME itself displays price quotes without the special notation so you need not struggle to see that "CZ10.CBT" stands for the December 2010 CBOT contract for corn. Yahoo Finance lists ticker symbols as well as the product name. For the exact product and month symbols for your commodity, refer to contract specifications posted by the exchanges or resources such as FuturesKnowledge.com, which provides a legend of contract month and product codes. 2) Read a futures chain downward for differing futures maturities. You will sometimes encounter what is called a futures chain, or with options you might see an options chain. The CME, for example, will display any number of contracts with the same core product together in a data table. In the case of corn, as you go down the months column of this table, you might see futures contracts for March 2011, May 2011, July 2011, September 2011, December 2011, all the way through to 2014. Use these tables to compare contracts of varying maturities and their respective prices for a given trading day to get an overview of all the tradeable futures for your commodity. Now that you have your contracts lined up, what are you...
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...Blockbuster Video or Netflix This case started as Blockbuster Video but has morphed to include Netflix. The issues facing the two companies are similar, so you can choose to address the case from the perspective of either company. Just specify which perspective to use. In 1985, Blockbuster Video (now a subsidiary of DISH Network ticker: DISH) quickly became a sensation. Households had just begun to acquire video-tape players in earnest. Few people were willing to pay $85 to buy Hollywood videos. Cable TV existed, but most people still watched broadcast television stations, and only a few premium Cable channels existed. Satellite receivers existed, but the huge satellite antenna was generally only used by people who lived in the middle of nowhere and had the space to put the ugly dishes. Customers quickly jumped onto the idea of renting videos. The early market was dominated by small mom-and-pop rental shops that bought a few copies of hit movies and rented them in a small regional area. For a while, video-rental stores had a tinge of disrespectability because many of them rented adult videos. Then, Blockbuster Video went national with large, bright, well-lit stores. To remain family-oriented, the chain does not carry videos with anything more than an ―R‖ rating. Blockbuster quickly took over the market. The original system pioneered the use of bar codes. Customers carried a bar-coded ID card and movie cases were printed with specific codes. The computer system made...
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