Report on the Strategic Approaches of BNP Paribas

Report on the Strategic Approaches of BNP Paribas The objective of this report is to critically evaluate and analyze the strategic approaches in the operation of a financial institution of our choice. The chosen institution of study is BNP Paribas. This report will include a PESTEL analysis, an evaluation of the Singapore environment examining the political, economical, social-cultural, technological, environmental and legislative aspects of the environment and an application of the theory to BNP Paribas. In addition, we will look at the organizations products, target market, strategies and critical changes, the application of Porters five forces model, and conduct a SWOT analysis looking at the strengths, weaknesses, opportunities and threats presented to the organization. This will be followed by a STP analysis, looking at the segmentation, targeting and positioning of the organization, as well as a financial statements analysis and recommendations for future development strategies for the organization. Introduction of the Company BNP Paribas has been at the forefront of the banking sector with a 10 year history and deep-rooted traditions in innovation banking which has led them to the success they are today. They have earned the title of being Frances premier bank and are known for their strong market positions and robust risk management. They have risen to become a global leader in the provision of financial services and its brand is the companys major asset, ranking 6th most valuable banking brand according to Brand Finances 2010 rankings (Brand Finance, 2010  [i]  ). This ranking is largely due to the Groups financial strength and part due to its success brought about by Michel Pà ©bereau former CEO who led BNP to merger opportunities that transitioned the company (SP, 2010  [ii]  ). With such noted growth and success, the company truly lives up to its motto the bank for a changing world, incessantly evolving and adapting successfully to the ever-changing environment, seizing opportunities that come along with a strong focus on achieving its goals, carefully planning and managing its business activities and ensuring effective cost-cutting measures. Nature of the business BNP Paribas is a universal bank providing a diverse range of banking services predominantly offering and specialising in three core business areas: corporate and investment banking services, investment solutions services and retail banking which includes services for personal finances and equipment solutions. Its financial services are offered to a variety of customers both individuals, corporate businesses and other financial institutions (BNP Paribas, 2010  [iii]  ). Present situation On 23rd July 2010, Fortune Magazine had presented its annual global rankings of Americas largest corporations. Achieving a modest improvement from 2009, BNP Paribas placed 18th in this years rankings and 7th largest Banking Corporation in the banking sector based on revenues and sales (CNN, 2010  [iv]  ). Such positive results achieved by the Group can be attributed to its strong Board of Directors who possesses the skills, leadership, performance and experience required to lead the way into the future. BNP Paribas success also stems from the effectiveness of their diversified and integrated business model and their committed focus on investment strategy and innovation. Mission BNP Paribass mission is to achieve its goal to become the bank for a changing world. In order to achieve this, they plan to provide diversity, creativity and efficiency that generate performance gains and to value differences among people in various countries.  Respecting and promoting differences among employees are major assets when it comes to the bank for a changing world (BNP Paribas, 2010  [v]  ). See Appendix 1 for its core values. Vision BNP Paribas is determined to be a benchmark banking group with focus placed on customer satisfaction and the active pursuit for improvements in its earning capacity. BNP has adopted the motto of bank of the changing world from its core values and it is their core values which motivate and direct them towards their vision (BNP Paribas, 2010). Goals Technological development, globalisation, environmental issues are challenges that face both businesses and individuals today. BNP Paribas is committed to assisting its customers to confront these rapid changing issues. Therefore, the Groups goal is to constantly seek out new sources of progress by developing innovative ideas and initiatives (BNP Paribas, 2010). An Application of PESTEL to Singapores environment BNP Paribas Singapore A PESTEL analysis is essential in every organization as certain factors within the macro-environment will have significant impact on the organization and the decisions it makes. There are various political, economical, social and cultural, technological, environmental and legislative factors that need to be taken into consideration (Kotler, P Armstrong, G, 1999  [vi]  ). Each will be discussed further below in context of Singapore and its impact on BNP Paribas. P- Political The Peoples Action Party (PAP) dominated the political scene since 1959 (Janus Corporate Solutions, 2010  [vii]  ). The partys choices of action, ideas, policy-making and planning proposals are well supported by the community and the integrity and effective leadership demonstrated by the PAP secured economic growth and political stability. With the adoption of a collective leadership style with its corrupt free-government image, Singapores government has maintained a strong sturdy political framework. It is Singapores political stability and corrupt-free environment that banks like BNP Paribas see Singapore as an opportunity to venture into the Asian markets. Their success in Singapore was led by Singapores aim to liberalize the banking sector which they followed in 1999. This move was rewarded as they became one of the pioneering foreign banks. E- Economical  [viii]   The hustle and bustle economic scene of Singapore is part due to its geographical location. Its strategic location which houses an industrious population though it lacks physical resources and has a relatively small domestic market has given the country an economic importance in Southeast Asia. Singapore carried out an economic strategy to overcome its problems and achieved an average of 7.8% growth from 1965 to 2009 (US Bureau of Public Affairs, 2010  [ix]  ). Though its economy has suffered setbacks due to pandemic outbreaks, the economy bounced back each time. See in Appendix 2 on GDP and Government Debts. BNP Paribas must firstly identify the relevant economic factors that would influence their company. Singapores tourism scene is an opportunity to target those tourists needs financially. In addition, economic growth is tied with profits made as such it is another motivating factor to operate in Singapore. S-Social Cultural Social factors are the demographic and cultural aspects of the environment such as age and gender distribution, religion and employability rates, which can impact the demand for a firms products and the availability and motivation/willingness to work. See Appendix 4 on analysis of GDP and employment rates. BNP Paribas has contributed much to the employability in Asia. According to an article in Forbes Magazine titled; BNP Paribas Wealth plans Singapore hiring spree (2010), BNP plans to increase its employees count in Singapore from 300 as of 2008 to 500 employees, while other banks like DBS and Deutsche Bank plans job cuts. This increase in employees is a result of BNPs involvement in the wealth management business and their aim to be the largest most profitable and attractive for its clients and their assets as explained by Serge Forti (BNP Chief Executive for Asia Pacific Wealth Management) (Forbes, 2010  [x]  ). T-Technological Singapore has sophisticated state-of-the-art Telecommunications and Internet facilities which cater to the needs of its users, providing them with high quality communications accessible worldwide. Innovation is a strong differentiating factor in the banking sector. It is a core tenet of the BNP Groups strategy. Innovation will enable them to adapt quickly to the ever-changing environment and to deliver the best quality products and services to its clients. An example of innovation demonstrated by BNP Paribas is in its photovoltaic loan  [1]  (BNP Fortis Bank, 2010  [xi]  ). E- Environment The leading researcher on Global Warming, an American government scientist Hansen (2007) believes that the speed of the natural changes is dwarfed by the changes that humans make to the atmosphere and surface (Hansen 2007)  [xii]  . This scientific evidence has created greater environmental awareness among individuals and businesses. Since then, there has been a growing desire to protect the environment. Singapores Government environment commitment extends to the ecological footprint of business organizations and could accelerate the potential environmental leadership role that transnational corporations can play. The greatest challenge in the climate change action is to make people aware of the consequences of our actions. As such, BNP Paribas has launched programs to raise their awareness of the impacts of Climate Change. L-Legislative According to Singapore Academy of Law (2006)  [xiii]  , there are specific laws that banks are required to abide to. As such BNP Paribas must follow the common laws and principles as stated in relevant Acts passed by Parliament  [xiv]  . The Monetary Authority of Singapore (MAS) who publishes and administers Acts and Subsidiary legislation governs legislation in the financial industry. Changes in legislation can affect a firms cost for adaptation and demand of goods and services. Singapores economic policy is to promote wealth through sustained and stable economic growth, guided by the free market economic system which allows market forces to determine the pattern of trade (ADB, 2010  [xv]  ). In addition, Singapore does not have any sector-specific policies; this freedom within the policies could provide BNP Paribas with an advantageous opportunity to manipulate this area. Financial Analysis A financial analysis uses financial performance indicators to judge the performance of the company. It looks at 5 categories of ratios which are; Profitability, Liquidity, Efficiency, Investor and Financing. The tables below are the summarized results for BNP Paribas from Year 2005 to 2009 (5-year performance analysis); Profitability Ratios Ratios Year 2005 Year 2006 Year 2007 Year 2008 Year 2009 Gross Profit 100% 100% 100% 100% Gross Profit à ¢Ã¢â‚¬Å¡Ã‚ ¬27,648miilion à ¢Ã¢â‚¬Å¡Ã‚ ¬29,823miilion à ¢Ã¢â‚¬Å¡Ã‚ ¬22,105 million à ¢Ã¢â‚¬Å¡Ã‚ ¬31,909 million Revenue/Sales à ¢Ã¢â‚¬Å¡Ã‚ ¬27,648miilion à ¢Ã¢â‚¬Å¡Ã‚ ¬29,823miilion à ¢Ã¢â‚¬Å¡Ã‚ ¬22,105 million à ¢Ã¢â‚¬Å¡Ã‚ ¬31,909 million Net Profit 26% 26% 14% 18% Net Profit à ¢Ã¢â‚¬Å¡Ã‚ ¬7308 million à ¢Ã¢â‚¬Å¡Ã‚ ¬7822million à ¢Ã¢â‚¬Å¡Ã‚ ¬3021million à ¢Ã¢â‚¬Å¡Ã‚ ¬5832million Revenue/Sales à ¢Ã¢â‚¬Å¡Ã‚ ¬27,648 million à ¢Ã¢â‚¬Å¡Ã‚ ¬29,823miilion à ¢Ã¢â‚¬Å¡Ã‚ ¬22,105 million à ¢Ã¢â‚¬Å¡Ã‚ ¬31,909 million Return on Capital Employed (ROCE) 15.8% 5.7% 9.5% Profit before Interest Tax à ¢Ã¢â‚¬Å¡Ã‚ ¬7308 million à ¢Ã¢â‚¬Å¡Ã‚ ¬7822million à ¢Ã¢â‚¬Å¡Ã‚ ¬3021million à ¢Ã¢â‚¬Å¡Ã‚ ¬5832million Average Capital Employed à ¢Ã¢â‚¬Å¡Ã‚ ¬45,065+53,799/2 million à ¢Ã¢â‚¬Å¡Ã‚ ¬53,228+53,799/2 million à ¢Ã¢â‚¬Å¡Ã‚ ¬53,228+69,501/2 million Return on Assets (ROA) 0.51% 0.46% 0.15% 0.28% Net Income à ¢Ã¢â‚¬Å¡Ã‚ ¬7308 million à ¢Ã¢â‚¬Å¡Ã‚ ¬7822million à ¢Ã¢â‚¬Å¡Ã‚ ¬3021million à ¢Ã¢â‚¬Å¡Ã‚ ¬5832million Total Assets à ¢Ã¢â‚¬Å¡Ã‚ ¬1,440,343 million à ¢Ã¢â‚¬Å¡Ã‚ ¬1,694,454 million à ¢Ã¢â‚¬Å¡Ã‚ ¬2,075,551 million à ¢Ã¢â‚¬Å¡Ã‚ ¬2,057,698 million (Source: Created for the purpose of this assignment) The table above shows that for every sales dollar, the same amount will be available to cover its expenses and profits. This is relatively bad for the company if there were any fixed expenses that require payment after the gross profit has been calculated. The return on assets (ROA) tells the efficiency of the company in using its assets to generate profits. The table above shows that ROA has a decreasing trend reaching as low as 0.28%. The net profit is a result of deducting all expenses from gross revenue. In this case, the net profit over the 4 year period has decreased to 18%. Therefore this suggests that the companys widely known success does not match with its actual financial performance. Liquidity Ratios Ratios Year 2005 Year 2006 Year 2007 Year 2008 Year 2009 Current Ratio 87c 73c 81c 53c (Source: Created for the purpose of this assignment) Current ratio gives an indication of the companys ability to pay its short term liabilities and debts with its short term assets. A low ratio below 1 suggests that the company will have trouble paying its debts and liabilities. This shows the companys efficiency in its operating cycle in turning its product into cash is weak. As such, the company is financially unhealthy and they would need to develop strategies to go about providing more financing for the company or they may run into liquidity issues. Efficiency Ratios (Source: Created for the purpose of this assignment) Ratios Year 2005 Year 2006 Year 2007 Year 2008 Year 2009 Debtors Collection Period 276 days 282 days 431 days 313 days Trade Receivables à ¢Ã¢â‚¬Å¡Ã‚ ¬20,919 million à ¢Ã¢â‚¬Å¡Ã‚ ¬23,008 million à ¢Ã¢â‚¬Å¡Ã‚ ¬26,079 million à ¢Ã¢â‚¬Å¡Ã‚ ¬27,379 Revenue/Sales à ¢Ã¢â‚¬Å¡Ã‚ ¬27,648 million à ¢Ã¢â‚¬Å¡Ã‚ ¬29,823miilion à ¢Ã¢â‚¬Å¡Ã‚ ¬22,105 million à ¢Ã¢â‚¬Å¡Ã‚ ¬31,909 million The debtors collection period ratio is an indicator of the period of time taken for money to be collected from debtors. The figures above suggest that the debtors collection is relatively slow, especially in 2008. This could have been caused by the Global Financial Crisis which caused worldwide panic and market fluctuations. By 2009, BNP Paribas was able to reduce its debtors collection period by 313 days. Although this figure is an improvement to 2008, it is still considered to be slow for debt collection. This will have an impact on the liquidity issues faced by the company. If the company can reduce its debtors collection time, it will have the necessary funds to resolve its liquidity issues and raise its current ratio above à ¢Ã¢â‚¬Å¡Ã‚ ¬1 or even à ¢Ã¢â‚¬Å¡Ã‚ ¬2 which suggests the company has more than enough assets to cover its liabilities. Investor Ratios Ratios Year 2005 Year 2006 Year 2007 Year 2008 Year 2009 Earnings per Share (EPS) 6.77 7.81 8.25 5.20 2.99 Dividend Cover 2.68 2.59 2.53 5.36 2 EPS à ¢Ã¢â‚¬Å¡Ã‚ ¬6.77 à ¢Ã¢â‚¬Å¡Ã‚ ¬7.81 à ¢Ã¢â‚¬Å¡Ã‚ ¬8.25 à ¢Ã¢â‚¬Å¡Ã‚ ¬5.20 à ¢Ã¢â‚¬Å¡Ã‚ ¬2.99 Dividend per Ordinary Share 2.53 3.01 3.26 0.97 1.50 Price/Earning Ratio (P/E Ratio) 8.50 9.24 8.12 5.52 18.13 Current Share Price per share à ¢Ã¢â‚¬Å¡Ã‚ ¬57.56 à ¢Ã¢â‚¬Å¡Ã‚ ¬72.13 à ¢Ã¢â‚¬Å¡Ã‚ ¬66.97 à ¢Ã¢â‚¬Å¡Ã‚ ¬28.71 à ¢Ã¢â‚¬Å¡Ã‚ ¬54.20 EPS à ¢Ã¢â‚¬Å¡Ã‚ ¬6.77 à ¢Ã¢â‚¬Å¡Ã‚ ¬7.81 à ¢Ã¢â‚¬Å¡Ã‚ ¬8.25 à ¢Ã¢â‚¬Å¡Ã‚ ¬5.20 à ¢Ã¢â‚¬Å¡Ã‚ ¬2.99 (Source: Created for the purpose of this assignment) The EPS is the core tenet in determining a shares price. It shows the companys ability to generate income which is allocated to each outstanding share of common stock. A positive increase in EPS suggests that the company is finding more ways to earn profits. However, it does not seem to be the case in 2008 and 2009 where EPS fell sharply. There is no stability in the EPS pattern. BNP Paribass dividend cover fell sharply in 2009. However, a low dividend cover may be acceptable if a companys profits are at a stable level, while a company with fluctuating profits indicates dividends are at risk. The difference in the market price and earnings movement will cause the price earning ratio to fluctuate. BNP Paribass P/E ratio in 2009 shows that there is a disconnection between the market price and the profits as such, it has caused the P/E ratio to rise. A low P/E ratio is potentially good for investors as there is a chance for making profits. Financing Ratios Ratios Year 2005 Year 2006 Year 2007 Year 2008 Year 2009 Debt to Equity Ratio 7.83 8.80 11.98 8.29 Total Debt à ¢Ã¢â‚¬Å¡Ã‚ ¬352,918 million à ¢Ã¢â‚¬Å¡Ã‚ ¬473,504 million à ¢Ã¢â‚¬Å¡Ã‚ ¬637,592 million à ¢Ã¢â‚¬Å¡Ã‚ ¬568,130 million Total Equity à ¢Ã¢â‚¬Å¡Ã‚ ¬45,065 million à ¢Ã¢â‚¬Å¡Ã‚ ¬53,799 million à ¢Ã¢â‚¬Å¡Ã‚ ¬53,228 million à ¢Ã¢â‚¬Å¡Ã‚ ¬69,501 million Debt Ratio 0.31 0.28 0.26 0.28 Total Debt à ¢Ã¢â‚¬Å¡Ã‚ ¬352,918 million à ¢Ã¢â‚¬Å¡Ã‚ ¬473,504 million à ¢Ã¢â‚¬Å¡Ã‚ ¬637,592 million à ¢Ã¢â‚¬Å¡Ã‚ ¬568,130 million Total Assets à ¢Ã¢â‚¬Å¡Ã‚ ¬1,440,343 million à ¢Ã¢â‚¬Å¡Ã‚ ¬1,694,454 million à ¢Ã¢â‚¬Å¡Ã‚ ¬2,075,551 million à ¢Ã¢â‚¬Å¡Ã‚ ¬2,057,698 million (Source: Created for the purpose of this assignment) A high debt equity ratio is a result of high debt usage in financing operations. This is particularly true for Year 2008 with a debt/equity ratio of 11.98. However, each year from 2006 show a high debt/equity ratio. This shows BNP could potentially generate more profit without outside financing. If this were to increase earnings by a greater amount than debt cost, then the shareholders of BNP Paribas would benefit from receiving more earnings. However, there are greater costs involved which may outweigh the return the company generates on debt through investment and its operations. BNP Paribass debt ratio from Year 2006 to 2009 is below 1 as such, this indicates that the financial institution has more assets than debt as evident in the Statement of Financial Position. Corporate Social Responsibility (CSR) BNP Paribass corporate social responsibility plays a major role in its environment and forms an integral part of its business ethics and embedded in its core values. They have taken charge of leading companies in implementing environmental friendly practices by signing up to the United Nations Global Compact in 2003 and in its financial sector initiatives, BNP has encouraged companies to include climate change issues in their investment decisions and have brought together companies to promote responsible behaviour by companies within the community. BNP has also signed up for Principles for Responsible Investment (PRI) which provides assistance to companies in incorporating environmental, social, and corporate governance concerns into their mainstream investment decision making practices (BNP Paribas Annual Report, 2009, p.118  [xvi]  ). See Appendix 5 on CSR as a management duty. Porters Five Forces Model Analysis Diagram 3: Porters Five Forces Model Source: Porter, M 2008 Threats of New Entrants (Strong) Singapore is relatively lenient when it comes to foreign businesses operations set up in Singapore since the country has a pro-business environment with rich cultural diversity and stable politics. We can also suggest the threats of new entrants may be strong because financial institutions are becoming universal, providing a diverse range of financial services and not just restricted to banking services. The new entrants are exploring innovative banking as such BNP Paribas adopts innovation as a key driver to outshine its competitors. Bargaining Power of Suppliers (Weak) The power of suppliers in influencing BNP Paribas is considered to be weak. The customers being the depositors do not have control of the interest rates set by the bank or on any internal operations, whereas for corporate clients, the bank still holds a greater power in the offering of services and package deals to its larger clients. The Credit Market provides the source of raw materials and liquid assets which is unmeasurable. Lastly, the Central Bank being MAS is responsible for the issuance of currency, supervision of financial services and stability surveillance and who is of last resort and provider of liquidity in the markets. Therefore, the Central Bank who controls the liquidity in the markets has some power in its influence on BNP Paribas as a whole than in day to day operations (Ackerman, J 2008  [xvii]  ). Bargaining Power of Buyers (Medium) The buyers of BNP Paribass products are the customers themselves; the depositors whom have some power in deciding which bank they would settle for. However, for the corporate clients, it is difficult to determine the differences in the services provided/offered by each bank as there is no specific service offer to each bank. Threats of substitute products or services (Strong) There are a variety of financial services being offered from various banks in Singapore who specialises in different business lines and have various experiences and successes. BNP Paribas Singapore faces greater threats towards its Corporate Investment Banking as well as Asset Management services. However, though various banks offer similar services to them, like its threats from new entrants, innovation is their key to compete with substitute products, to set themselves apart from its competitors (Bernet Partner, 2008  [xviii]  ). Rivalry among existing firms (Strong) There is intense rivalry among the financial industry. BNP Paribas competes with money centre banks, super regional banks and institutional asset management providers and financial planners. In Singapore, there are 113 competitive commercial banks, 49 merchant banks and 3 finance companies and three local banks; DBS, UOB and OCBC , the three largest banks in Southeast Asia (MAS, 2009  [xix]  ). BNP Paribas faces strong competition from in the area of asset management as Singapore is the premier asset management locations in Asia (MICA, 2009). A central location for the provision of risk management, insurance broking and offshore insurance services in which BNP is engaged in. It is BNPs innovative strategic plans and its prime financial attention to serving customers needs which sets them apart from its competitors.

Founder Of Samsung Electronics Commerce Essay

Samsung was named by Lee Byung-chul, laminitis of Samsung Electronics when he established the Samsung Trading Company on March, 1938. Sam in Samsung is defined as strong, abundant and large ; while â€Å" Sung † means high and bright. ( Chnag, J. H. , 2010 ) Interestingly, Samsung ‘s beginning was non affecting electronics. Initially, Chairman Lee set up a trade export company in Korea that sold fish, veggies, and fruit to China. Start from 1958, Samsung began to spread out into other industries such as media, fiscal, ship edifice and chemicals and Samsung Electronics was established under subordinate of Samsung Group in 1969. ( â€Å" Samsung History † ) The company so expanded to semiconductor concern and became the first chip-making installations in the state during that clip. Samsung Electronics focused on four countries which are digital media, semiconducting material, telecommunication web and LCD digital contraptions. ( â€Å" Wikipedia † , 2012 ) In 1993, the â€Å" lightest † nomadic phone of its epoch was developed. ( â€Å" Samsung History † ) Finally, it surpassed Sony to go universe ‘s twentieth-largest and most popular trade name. Samsung was the universe ‘s largest maker of OLEDs with 40 % market portion universes broad and 90 % portion of planetary AMOLED market. More than 600 American patents and 2800 international patent are owned by Samsung Electronics in 2006 that makes it as the largest proprietor of AMOLED engineering patents. The company besides became the second-largest mobile-phone shaper crushing Motorola in 2007 for the first clip. In 2009, it became universe ‘s largest engineering company catching Hewlett-Packard step by gross revenues. In 2010, it produces 30 nm-class DRAMs and 20 nm-class NAND flashes which were the first clip in the universe. At 2011, it is the universe ‘s largest Mobile phone shaper and second-largest semiconducting material bit shaper. Samsung Elec tronics became the largest smartphone seller due to gross revenues of Galaxy SII and Galaxy Note devices. ( â€Å" Wikipedia † , 2012 ) Contentss: Mechanistic organisation is a bureaucratic organisation which adheres to the chain-of-command rule, with each individual controlled and supervised by one higher-up. The construction of this organisation is taller than organic organisation. Besides, many regulations are developed and the determination devising procedure is centralized. Each employee has fixed responsibilities and the communicating channels are formalized in such stiff hierarchal relationship. Samsung Electronics is a type of mechanistic organisational construction because it has stiff hierarchal relationships. Figure 1: ( Chang, S. J. , 2008 ) Figure 2: ( Chang, S. J. , 2008 ) Figure 1 and figure 2 show the concatenation of bid in the company, which widening from upper organisational degrees to take down degree that clarifies who reports to whom. Figure 2 shows that there are tonss of sections under the control of Chief Executive Office. Employees have their fixed responsibilities in several section. For case, employees who are specialized in bring forthing french friess are working under french friess maker whereas employees who are extremely skilled in bring forthing nomadic phones are working under nomadic phone maker. ( Robbins, DeCenzo, and Coulter, 2012 ) These two figures besides clearly show that Samsung Electronics is composed of tall organisational construction. All of the powerful governments are held by the top direction of the company which is Lee Kun Hee, the president of the Samsung Electronics with the aid of the Office of Secretaries and sometimes referred to as â€Å" emperor direction † or â€Å" absolutism † . ( Chang, S. J. , 2008 ) Office of Secretaries helped president to command and direct the single affiliates. Their chief map are finance and accounting, scrutinizing, planning, public dealingss, and human resource direction, including the hiring and fire of all executives within the organisation. Even the of import strategic determination and ample investing determination have to be examined by the office foremost. The per centum of determination made by the president is 20 % ; by Office of Secretaries is 40 % ; by affiliate presidents is 40 % . ( Chang, S. J. , 2008 ) In other word, all of the of import determinations are decided by the president, Office of Secretaries and affiliate presidents. As such, Samsung Electronics implement centralized determination authorization. The communicating channel of Samsung Electronics is formalized. Formalization describes how an organisation ‘s occupations are standardized and the extent to which employee behaviour is guided by regulations and processs. This component makes the procedure of sequence modus operandi and regular. Therefore, there will be minimum perturbation to an organisation map if there are people being replaced. In Samsung, the forces map is under CFO while CFO studies to and receives orders from CEO. ( Chang, S. J. , 2008 ) For case, when the company needs to do an investing, the proposal is written by the related concern unit. Then, the proposal is reviewed by the finance section, which is so passed to finance squad of Office of Secretaries after CFO reports the proposal to CEO. Finally, the proposal is approved by Office of Secretaries and Chairman. ( Chang, S. J. , 2008 ) Many regulations could be found in Samsung Electronics and this lucifer with the feature of mechanistic organisation. Harmonizing to Samsung Electronics Global Code of Conduct, all the employees should follow the codifications and the concern rules to follow with Torahs and ethical patterns every bit good as to show their committedness to societal duty. ( Samsung Electronics Co. , Ltd. [ SECL ] , 2006 ) The planetary codification of behavior is served as behavioural guidelines and judgmental criterions for the employees, which encompass the riddance of nationality or gender favoritism, crystalline revelation of concern information, client information protection and spouse coaction. For illustration, harmonizing to principle 2-2-2 from the Global Code of Conduct, the company will guarantee that any proprietary information acquired through its concern activities shall be recorded and safely kept and managed as rational belongings. In 2011, zero-tolerance rule was declared in all instan ces of misconduct and unethical concern on â€Å" Law Day † . All employees and executives have to subscribe a pledge of conformity to hold of taking duty for any misdemeanor or misconduct. ( Soung, S. S. , Eui, H. J. , Dae, S. P. , Jin, Y. L. & A ; Yun, J. S. , 2012 ) Planning: Planing includes specifying ends, set uping scheme, and developing programs to organize activities. In Samsung, their vision is set by the top direction that is â€Å" Inspire the universe, create the hereafter † . This vision 2020 shows that their committedness in animating the universe by bettering their three key strengths which are â€Å" New Technology † , â€Å" Advanced Products † , â€Å" Creative Solutions † and besides promotes Samsung Electronics ‘ nucleus web which are industry, spouses and employees with the attempt to lend a better universe and with batch of experiences for all. Besides, Samsung besides aims to accomplish one of the top five trade names in the universe by 2020 and established three strategic attacks in direction which are creativeness, partnership and endowment. ( â€Å" Vision † , 1995-2012 ) ( â€Å" Vision † , 1995-2012 ) Leading: Leading includes actuating employees, directing the activities of others, choosing the most effectual communicating channel, and deciding struggles. Office of Secretaries takes the taking function in Samsung as they carry out coordination whenever there are struggles happen. ( Chnag, J. H. , 2010 ) However, the synergisms may be created via nonvoluntary cooperation or decree as the concern units have to accept its declaration. ( Chang, S. J. , 2008 ) Besides, the Secretarial Offices spread company doctrine and better concern coordination and information, which are shared among affiliates. ( Chnag, J. H. , 2010 ) The employees of this company are motivated by the doctrine of life by strong values is the key to good concern. Those values encompass people, excellence, alteration, unity and co-prosperity, together with the Samsung codification of behavior are the extremist for them to do every determination. ( â€Å" About Samsung † , 1995-2012 ) Organizing: Forming includes finding what undertakings are to be done, who is to make them, how the undertakings are to be grouped, who reports to whom, and who will do the determinations. Samsung Electronics has a strong concern division construction that is managed independently by concern unit directors. The company is divided into five sectors, which are Digital Media, Semiconductors, Telecommunications, Digital Appliances and LCDs. Within these sectors, there are 13 Global Business Managers ( GBM ) who responsible to form the house along major merchandise divisions in footings of forces, gross revenues, and production within their several divisions. ( Chang, S. J. , 2008 ) Employees are divided harmonizing to their specialize and accomplishments into different undertakings to increase work end product. ( Robbins et al. , 2012 ) Any proposal of investing that is written by GBM should be reviewed by the finance section, followed by CFO. Then, CFO reports to CEO. Finally, the proposal is appro ved by Office of Secretaries and Chairman. ( Chang, S. J. , 2008 ) Controlling: Controling includes monitoring public presentation, comparing it with ends, and rectifying any important divergences. In Samsung, the overall public presentations of BOD, CEO and employees are controlled by Audit Committee, which has a wide scope of audit right from top to bottom. ( â€Å" Ethical motives Management † , 1995-2008 ) For illustration, they have the right to ask about fiscal studies from the BOD and employees at any clip, the right to claim to suspend illegal activity of the company BOD member, the right to name a general stockholders ‘ meeting and so on. There are besides separate audit squads that under the direct control of CEO with the responsible of promoting employees to adhere to the pattern of direction by moralss. ( â€Å" Ethical motives Management † , 1995-2008 ) A ) What seem to be the most of import things taking to the success of the Samsung Electronicss? To be successful, Samsung Electronics is traveling planetary. Samsung Electronics is forcing the Galaxy S smartphone to dispute Apple Inc. ‘s iPhone and contract the spread with leader Nokia Oyj. It helped Samsung Electronics quadruplicate one-year gross to139 trillion won ( $ 116 million ) in the 10 old ages that ended in 2009. Samsung Electronics portions rose 10-fold during that clip. ( Lee, Y. , 2010 ) Besides, Samsung Electronics has the good planning accomplishments as they able to see the concern chance in the industry and set the peculiar ends to prosecute. They able to descry the countries, which are little but turning fast. ( â€Å" Samsung † , 2011 ) Such countries that spotted by Samsung are capital-intensive. Therefore, it is hard for their challengers to maintain up. First, Samsung will tippytoe into the engineering in the industry to acquire familiar with it. Then, they will wait for the suited minute that the ‘window of chance ‘ clears. For illustration, in 2001, Samsung catch the chance of rapid growing of the liquid-crystal shows that cause the honkytonk of the monetary value. They turned the liquid-crystal shows into telecastings. ( â€Å" Samsung † , 2011 ) Samsung Electronics is advanced in package and David Yoffie, a professor at Havard Business School in Boston said â€Å" Leading extremist invention in the engineering universe today requires strength in package, non merely hardware. † ( Lee, Y. , 2010 ) . Samsung Electronics has grown by analyzing their challengers to better fabrication and design. Samsung electronics besides hired a group of Nipponese Design Consultant to measure Samsung interior decorators. Besides, their experient interior decorators are sent to work abroad in diverse industries. By making this, Samsung design scheme could affect several enterprises and they began to implement a planetary trade name communicating scheme. As new engineerings are being invariably introduced to the market, Samsung engineers strive to understand what clients need in front of rivals and adjust their thought to develop original and advanced merchandises that will run into those demands every bit good as new engineerings to take the future market. Therefore, the new markets had pioneered continuously by them. ( Samsung Electronicss: Success By Design, 2008 ) B ) What do you see as the major challenges confronting by Samsung Electronics over the following five old ages? The major challenge that will be faced by Samsung Electronics over the following five old ages is how to construct a stronger and better planetary trade name. This is why the Samsung ‘s planetary selling manager need to measure in how to construct the planetary trade name repute of the company farther and upgrade the company ‘s worldwide trade name image to vie with Apple trade name which has dominated the market portion particularly in Western Europe. The challenge of Samsung ‘s selling manager is the branding schemes in planetary markets and the selling squad has to analyze the organisational kineticss to develop a stronger planetary trade name that recognized by worldwide. Another challenge that will be faced by Samsung Electronics is the competition over the market portion particularly in smart phone. In this fast paced economic conditions, Samsung need to go on bring forth more and more of the smart phone with improved version and attractive design to run into with the rapid economic growing. The company needs to put and present more of the new engineering and integrate the package and application into the new appliances so that it will non lose out to another rival. Invention and creativeness are of import in this to pull the appliance lover and if the company fails to come out with a new and appealing merchandise, they will be overcome by another rival such as Apple, HTC or Nokia. Findingss: Samsung electronics have a centralised construction doing the top direction own the governments and powers over all the of import determinations. This make the determination doing procedure fast and fleet and can transport out rapidly. In this manner, organisation is more efficient as execution of any programs, thoughts or policies can be carried out rapidly without any hold and this is really of import particularly to cover with the fast paced economic and competition in market. This is supported by a survey in diary by Choong Y.Lee. ( Choong, Y. L. , 2012 ) However, overly centralisation in organisation is besides non good for the company. All of the of import determinations are made by the top direction while the center and first line direction can non voice out their sentiments but to follow the order of the top. If the determination made by the top direction is wrong, it can impact the company concern and therefore take downing the company net incomes. Therefore, a good leading is of import to take the company. This is supported by the professor Chang Sea-Jin which stated there is no warrant that good leader will prolong and even they can do error as good in his book reappraisal. ( Chang, S. J. , 2008 ) Samsung Electronicss are holding hierarchal direction construction which reflects the importance of senior status in the Korean civilization. The hierarchal construction brings synergism when things are traveling good but could potentially be black if one portion of the procedure goes off from planned. ( Kim, J.C. , 2012 ) This is supported by Professor John Kotter in his article â€Å" Havard Business Review † that hierarchal organizational are frequently inflexible. Hierarchical organisation work in standardised procedures but does non utile in dynamic environments. They are slow to respond to new chances, which frequently require transformative alteration. ( Basu, C. , 2012 ) Besides, harmonizing to research workers G.M. Stalker and T. Burns, mechanistic organisations use hierarchal top-down constructions while organic organisations use more flexible constructions and work best in fluid and unpredictable concern climates.A Organic structures depend on personal interactions instead than a formal concatenation of bid that allow the organisation to react rapidly and efficaciously to altering fortunes in ways that the hierarchal construction can non. Samsung Electronics should do it concern to understand such construction so that it can hold the benefits of both. ( Thompson, S. , 2012 ) Samsung Electronics has many regulations and ordinances that are governed by the top directors of the organisation. When the top directors are unable to command the lower-level activities, they themselves will replace the regulations and ordinances. Since they have the authorization to engage and fire the executives and employees in the organisation anytime, the employees have to accept the undertakings given by the directors and follow whatever they said. Employees are invariably observed and monitored by top directors during their on the job period to guarantee that they are non doing any errors or go againsting the regulations. Consequently, weariness are accumulated when employees are working under such great force per unit areas that known as organisational weariness. Furthermore, employees of Samsung Electronicss have to follow the Global Code of Conduct, which consists of a figure of rules. ( SECL, 2006 ) For case, under rule 1-4-1, it stated that 'employees shall non impute their personal political sentiments and behavior to the company, or do such sentiments or behavior to be attributed to the company ‘ . Besides, rule 2-4-3 showed that ‘the company will non let its officers and employees, while in office, to move as figure of boards of company with struggles of involvement or take part in competitory concern activities. ‘ ( SECL, 2006 ) There are still a big sum of regulations and rules that the employees should follow with and that can be referred from the Global Code of Conduct, 2006. The direction of Samsung Electronics is known as ‘fear-based direction ‘ . The employees have to be loyal to their company in order to remain in the company. However, organisational weariness will convey negative effects to the company. If the employees or executives are dismissed against their volitions for any grounds by the top directors such as the president or the Office of Secretaries, their choler will take to their treachery and loss their trueness. ( Chang, S. J. , 2008 ) There were several instances on which the employees of Samsung Electronics tried to sell the proprietary engineerings to Samsung ‘s rivals and to other companies. ( Chang, S. J. , 2008 ) Decision: In a nutshell, Samsung Electronics has a mechanistic organisational construction as it has stiff hierarchal relationships and tall organisational construction. In the company, each employee has fixed responsibilities and they have to follow tonss of regulations. Besides, the determination devising procedure is centralized and the communicating channel is formalized. In Samsung, the ends or visions are planned by the top direction. Office of Secretaries takes the taking function as they responsible to work out the struggles every bit good as aid the president to command and direct the single affiliates. Besides, they besides spread the company doctrine to actuate the employees. Samsung Electronics is divided into Digital Media, Semiconductors, Telecommunications, Digital Appliances and LCDs, which are managed by concern unit directors. The overall public presentations of Samsung Electronics organisation are controlled by Audit Committee. In this assignment, we have learned the features of the two types of organisational constructions, which are mechanistic organisation and organic organisation that concern the work specialisation, departmentalization, authorization and responsible, centralisation and decentalisation, span of control and formalisation. After analysing these factors and seeking all the related information of Samsung Electronics, we could reason that this company is a mechanistic organisation. Therefore, our analysing ability could be strengthen when carry out this assignment. Besides, we have a better apprehension to acknowledge and distinguish these two organisation theoretical accounts. Furthermore, more cognition about this company could be gained during the research.

Sandy Hook Elementary Paper

On December 14, 2012, 20-year-old Adam Lanza fatally shot twenty children and six adult staff members in a mass murder at Sandy Hook Elementary School in Newtown, Connecticut. It was the second deadliest mass shooting by a single person in American history, after the 2007 Virginia Tech Massacre. At some point before Adam Lanza, 20, arrived at school, he killed his mother Nancy Lanza. He grabbed three guns from the house – a semi-automatic AR-15 assault rifle and 2 pistols – and went to the elementary school wearing black fatigues and a military vest. Classes were under way at the school.Approximately 700 students were present (CNN, 2012). Earlier this year, the school principal, Dawn Lafferty, ordered a new security system installed that required visitors to be visibly identified and buzzed in. As part of the security system, the school locked its doors each day at 9:30 a. m. The door was locked when the gunman arrived. Authorities now know the gunman used â€Å"an ass ault weapon† to â€Å"literally (shoot) an entrance into the building (CNN, 2012). When Principal Lafferty heard loud pops, she, school psychologist Mary Sherlach and Vice Principal Natalie Hammond went out to investigate.Only Hammond returned from the hallway alive. She was wounded. At 9:30 a. m. , as announcements were read over the loudspeaker to the students, shots were heard across the school. Students described being ushered into bathrooms and closets by teachers after hearing the first shots (CNN, 2012). Lanza moved toward two classrooms of kindergartners and first-graders, police said. In one classroom was Lauren Rousseau, a substitute teacher who was filling in for a teacher out on maternity leave. The gunman shot all 14 students in the classroom, law enforcement officers said (CNN, 2012).In another classroom, Victoria Soto, 27, moved her first-grade students away from the door. The gunman burst in and shot her, according to the father of a surviving student. Six stu dents were killed in that classroom. At the police station, dispatchers began to take calls from inside the school. Officers say the first emergency call about the shooting came in at 9:30 a. m. Police and other first responders arrived on scene about 20 minutes after the first calls. Police report that no law enforcement officers discharged their weapons at any point.The gunman took his own life, police said. He took out a handgun and shot himself in a classroom as law enforcement officers approached, officials said. Twenty students, ages 6 and 7, and six adults were killed at the school. Police secured the building, ensuring no other shooters were on site. Police then escorted students and faculty out of the building to a nearby firehouse (CNN, 2012). As reports of the shooting made their way around town, frantic parents descended on the firehouse where the children had been taken.By nightfall, the firehouse became a gathering point for parents and family members whose loved ones would never walk out of the school (CNN, 2012). The shootings prompted renewed debate about gun control, the ban of certain types of semi-automatic firearms and magazines as well as the effect violent video games have on society. Senator Dianne Feinstein of California introduced legislation that would ban the sale and manufacture of 157 types of semi-automatic weapons, as well as magazines holding more than 10 rounds of ammunition.The goal of the bill, she said, is â€Å"to dry up the supply of these weapons over time. † Unfortunately Senator Feinstein’s bill was killed in the senate and no gun control laws passed (Steinhauer, 2013). The attention has also turned on restricting violent video games from being sold to children. Researchers found that typical college students who played violent video games for 20 minutes at a time for three consecutive days showed increasingly higher levels of aggressive behavior each day they played.Other researchers have conducted a com prehensive review of 136 articles reporting 381 effects involving over 130,000 participants around the world. These studies show that violent video games increase aggressive thoughts, angry feelings, physiological arousal (e. g. , heart rate, blood pressure), and aggressive behavior. Violent games also decrease helping behavior and feelings of empathy for others. The effects occurred for males and females of all ages, regardless of what country they lived in (Whitaker & Bushman, 2012). The effects of these games go beyond making players more aggressive.People who played first-person shooting games were more accurate than others when firing a realistic gun at a mannequin and more likely to aim for and hit the head. Gender is also an issue when it comes to violence. Males are largely responsible for more than 99% of mass shootings. Being a male does not mean that one will become a killer but being a male in a culture that has some measure of gender inequality and links masculinity wit h violence does make it likely. (Raskoff, 2013) To date, no women have perpetrated such mass killings using guns.Women are usually less socially isolated than men. They are raised to be more connected to others and to share their issues while men are encouraged to figure things out on their own and hold in their emotional distress. (Raskoff, 2013) Social class is also relevant when analyzing why these mass shootings occur. The shooters tend to be young men from middle or upper middle class backgrounds. This could explain the access they have to legal automatic weapons, along with their invisibility to law enforcement and the hyper visibility to the media.Vandalism or acting out behaviors are perceived and dealt with differently at the different social classes. Shootings occur much more in working class or poverty stricken. (Raskoff, 2013) According to recent research, a link has been suggested between anti-depressant pharmaceuticals, depression and violence. Antidepressants are supp osed to make people feel happier and more at ease, but a study has linked several prescription antidepressants to an increased risk of violent behavior, including physical assault and homicide. In addition, they can lead to addiction and serious withdrawal symptoms.The United Kingdom has banned nearly all antidepressants in kids in 2004 due to the increased risk of suicide. The United States, however, is still allowing big Pharmaceutical companies to rake in the profits from these deadly, mind-altering drugs (Dr. Mercola, 2008). Entertainment is also an issue when it comes to violence. According to the American Academy of Child and Adolescent Psychiatry, television programs display 812 violent acts per hour. Further, the typical American child will view more than 200,000 acts of violence, including 16,000 murders, before they turn 18 (Chou, 2013).According to Jane Brown, a professor at the University of North Carolina, The more violence children see in the media, the more violent vi deo games they play, the more likely they are to be aggressive in their own lives. She adds that watching the movie â€Å"Kill Bill† may not make people want to kill someone in real life, but young people who are naturally aggressive see violence in the media and think it's an appropriate way to solve conflict (Chou, 2013). There are many different factors that contribute to violence and we need to address them in order to curb the amount of murders and shootings in the United States.

Analysis Of Solomon Northup s Twelve Years A Slave

Introduction Retold by Solomon Northup (and edited by David Wilson), Twelve Years A Slave is a memoir and slave narrative that captured the author s incredible story- he was a free black man from New York who was kidnapped and sold to the Southern of the United States as a subject to slavery from 1841 to 1853 before being rescued by the efforts of his family and friends. Using detailed imagery to recounted Northup s arduous experience as a slave, the book eloquently exposed important controversies associated with slavery to the public during the years leading up to the Civil War, which eventually abolished slavery nationwide. Synopsis Borned to a former slave, Solomon Northup had ever since breathed the free air at New York as a negro†¦show more content†¦Nevertheless, two years later, Ford’s financial difficulties had pushed Northup to Edwin Epps, an extremely cruel cotton and sugarcane plantation owner, where he endured and suffered the next 10 years of extreme physical and emotional abuses. Northup worn out by fulfilling his roles as a cotton picker, hauler and driver. In addition, his moral stance was greatly devalued when he was forced to punished his fellow slaves whenever they performed undesirable outcomes. Under the abyss of desperation and dead-silence for 12 years, Northup decided to unfolded his story to Samuel Bass, a white Canadian carpenter who was working under Epps’ plantation. Bass send Northup’s letters to his family and friends in Saratoga, and with assistance of Henry B. Northup, a white politician and attorney, Samuel Northup was finally released to freedom on January 1853. He filed a lawsuit against the men to captured him to slavery, but was unsuccessful. At last, after twelve years, Northup was able to reunited with his beloved family in New York. Why The Book Was Chosen Having the opportunity to watch the 2013 movie-adapted version â€Å"12 Years A Slave† in last year’s AP World History, I was completely struck by the torment that Solomon Northup and other slaves had to withstand during the pre-Civil War. However, the rigorous, fast-paced curriculum did not allow me to deepen my understanding about the issue of slavery in America. Since I was veryShow MoreRelatedA Man With Black Skin Essay1818 Words   |  8 Pagesthe painful lash of slavery. Solomon Northup, who presumably died with the same freedoms he entered the world with, spent twelve years imprisoned in a system that he knew of, but was not familiar with. This southern slave institution proved to have infested southerners with a mindset dissimilar to the ideals of the Constitution, but rationalized it with their capitalistic and Christian culture. This same rationalization would send Northup â€Å"downriver† to a twelve-year purgatory, one he struggled toRead More12 Years a Slave and Fruitvale Station Essay1389 Words   |  6 Pagesorder for justice to be truthful. Through analysis of present day motion pictures that stem from American history such as â€Å"12 Years A Slave† and â€Å"Fruitvale Station† reveals some of the legal and ethical concerns that are prominent today can be revealed: Historically law has been altered but the integrity of the law still remains in question. Literature Review Let’s start with some of the issues that were brought about in the film â€Å"12 Years A Slave†. After viewing the movie twice, not only didRead MoreBefore President Lincoln Issued The Emancipation Proclamation,1920 Words   |  8 PagesLincoln issued the Emancipation Proclamation, claiming a human being as property was the norm—slavery was completely acceptable. As portrayed in the film 12 Years A Slave, main character Solomon Northup, a free black man from upstate New York, is abducted and sold into slavery. Throughout his twelve year, heartbreaking, journey as a slave, Solomon is stripped of his name, beaten, overworked, belittled, and dehumanized. Taking a sociological view of Solomon’s experiences, can lead to a different perspective