Improving Personal and Organizational Communication Essay -- Papers Co

Improving Personal and Organizational Communication Be it organizational or personal, here are the major two different kinds of communication; Impersonal: one-way communication mainly used for facts, policies, instructions, notes, etc. Interpersonal: Two-way communication i.e. discussions, arguments, open forum, etc. Before we can improve communication, we must first discuss communication filters. Communication filters are, but not limited to, semantics, emotions, attitudes, role expectations, gender bias, and non-verbal messages. Semantics: the study of the relationship between a word and it?s meaning. Envelope has particular meaning, pretty much everyone knows what an envelope is or would be. Now job satisfaction on the other hand can mean many different things to many different people. This ability of words meaning different things to different people can be a huge problem when communicating. Emotions: strong emotions can limit or prevent people from making good decisions when communicating. Attitudes: are beliefs backed by emotions. They can be a huge barrier when communicating much the same way emotions can be. Role expectations: influence how people expect themselves, and others, to act on the basis of the roles they play (i.e. a manager may talk down to an associate because of ?posi tion of power.? An employee may not take a new manager seriously due to the fact that the new manager was promoted within the company and used to work with the employee.) Gender bias: men and women tend to color the messages they receive from people of the opposite gender strictly because of the other person?s gender. Non-verbal messages: ? messages without words.? (i.e. when you make a face that is contradictory to a statement ... ...d horizontal channels carry messages between departments, divisions, managers, or employees on the same organizational level. There are also informal channels, which are usually gossip, or more commonly, ? The grapevine.? The formal channels usually use impersonal communication, and the informal use very interpersonal communication. When using the formal channels of communication, which is usually ?one-way? and impersonal communication, try to avoid all filters and send clear concise messages. Also, organizations should encourage an upward flow of communication. Becoming more popular these days are companies that institute some form of interpersonal communication. These companies are setting up company wide meetings, outings, anonymous employee hotlines, surveys, and other forms or forums for employees to voice their opinion without risk of retaliation.

Procurement & Resource Based View

Procurement is An Integral Part of Resource- ­ Based View of An Organization Phuong Duong University College Dublin (12251697) 4112 words ABSTRACT Procurement has become an increasingly widespread practice among organizations and is today of strategic importance that attract great interest from scholars in the literature. The primary purpose of the paper is to contribute with a review of leading studies that analyze procurement from the resource- ­? based view of the organization. The paper begins by setting out the business environment of procurement and then presents the development and propensity of procurement.This is followed by a review of principal works and differences of perspectives of resource- ­? based view. The next section contains an analysis of the relationship between procurement and resource- ­? based theory and discusses empirical works on outsourcing that address outsourcing from the resource- ­? based view. The studies are classified into two categories : those studying the propensity to procure and those studying the relationship between procurement decision and firm’s performance. Finally, some insights are put together to assess the outsourcing decision influenced by resource- ­? based view with the im of contributing to a better understanding of outsourcing and its role from the perspective of resource- ­? based view of an organization. 1. Procurement and the propensity to procure in modern business context Procurement, or in other words, â€Å"sourcing†, for years has become â€Å"a financial material, but strategically peripheral, corporate function† of an organization (Gottfredson et al. , 2005). In the literature, procurement becomes a key component and is of major strategic importance to many organizations (Humphreys et al. , 1998, Paulraj et al. , 2006). Recent decades have witnessed significant changes in acro- ­? economic trends that direct business environment. These changes have been driven by increased globalization, technology innovation, changing consumer behaviours, and consequently, a shift toward procurement and outsourcing (Giunipero et al. , 2005, Giunipero et al. , 2006, Zheng et al. , 2007). Gottfredson et al. (2005) argued that globalization, accompanied by technological advances, is causing the core of competition to change. These days, the ownership of capabilities of an organization is not as important as its ability to govern and take advantage of critical capabilities, whether or not they are he organization’s assets. Procurement is developing so sophisticatedly that even core functions such as engineering, R&D, manufacturing and marketing can be outsourced. That, according to Gottfredson et al. (2005), in turn, is changing the way the firms think about their organizations, their core values and their competitive abilities. The author also revealed that an emphasis on capability sourcing could result in an organization’s better strategic p osition by reducing costs, streamlining the company, and enhancing quality. Critical functions provided by more qualified partners usually allow organizations to mprove their core capabilities that help them take the lead in their industries. With the business world changing everyday, the propensity to procure becomes prominent than ever. Nowadays procurement is not only practiced by companies in the technology industries but also spread to multiple businesses such as supply chain, manufacturing, services and so forth. It is recognized that not passive cost- ­? focused, but proactive value- ­? focused procurement strategies are a means of achieving competitive advantage and integral to long- ­? term organizational strategy (Leseure et al. , 2005, Mehra and Inman, 2004,Noonan and Wallace, 2004). In a study of the impact of procurement or purchasing on supply integration and performance, Paulraj et al. (2006) also concluded that: (1) a more strategic purchasing function leads to better supply integration; (2) managers must comprehend the importance of purchasing in incorporating buyer- ­? supplier by focusing on â€Å"process, relational, information, and cross- ­? organisational teams†; (3) strategic procurement can create a win- ­? win situation for both buyer and supplier. Taking these into account, it is undeniable that there is a tendency to procure or outsource among organizations.To assist with procurement decision making, Gottfredson et al. (2005) developed a sourcing opportunities map like Figure 1 to help companies judge the relative merits of their outsourcing possibilities. The vertical dimension of the exhibit â€Å"measures how proprietary a process or function is† while the horizontal axis indicates the degree of commonality, both within and outside the company’s industry. The author found that capabilities locating in the upper right portion of the map are potential candidates for procurement. Once capabilities pr omising strong candidates for alternative sourcing are discovered, the ompany needs to figure out how to source them. In this stage, cost and quality requirements should be taken into account to detect key capability gaps to be filled and top- ­? performing competitors or suppliers to partner with. To address these issues, another assessment map has been introduced, again by Gottfredson et al. (2005) as described in the Figure 2 below. Figure 1 What should you outsource? Source: Adapted from (Gottfredson et al. , 2005). Figure 2 How strong are your capabilities? Source: Adapted from (Gottfredson et al. , 2005) The author explained that the position of capabilities on this grid eterminates suitable goals for an outsourcing relationship. Specifically, functions that fall in the upper left should be outsourced to low- ­? cost providers regardless of reduction in quality, while those falling in the lower left require outsourcing partners that can both reduce costs and improve qualit y. 2. Resource- ­based view In the opinion of Mol (2003), resource- ­? based view has today become the domineering perspective of analyzing corporation strategy. However, this concept has been perceived and developed by different scholars in the literature. Porter (1985) suggested a firm’s competitive position an be analyzed by looking at industry structure and the role of internal decision making was overlooked. This theory contradicts itself with earlier strategic management arguments which highlighted both internal and external factors (Skinner, 1969, Ansoff, 1965) and therefore several scholars such as Barney (1991), Amit and Schoemaker (2006), and Peteraf (2006) felt a different perspective and went on developing the resource- ­? based view based on the researches of Coase (1937) and Wernerfelt (1984). In an effort to stress the significance of managerial choice and internal factors, Barney (1991) concluded that he resource- ­? based view â€Å"examines the link between a firm’s characteristics and performance† by investigating varied resources within the firm. By the nature of its activities, procurement management is subject to obtaining inputs from outside partners in the organization’s environment (Mol, 2003). According to Wernerfelt (1984), resource- ­? based approach â€Å"views the firm as a historically determined collection of assets or resources which are tied semi- ­? permanently to the firm’s management†. Lockett and Thompson (2001) criticized that resource- ­? based view is sometimes used to distinguish â€Å"appropriate esources, such as physical capital or brand names, from less tangible assets, such as organizational routines and capabilities†. Appropriate resources can be seen as assets utilized as appropriate over a specific period, while dynamic resources may lie in capabilities that form additional opportunities over time. The crucial requirements of resource- ­? based vi ew are that relevant resources, regardless of their nature, are specific to the firm and not easy to be imitated by rivals (Barney, 1991). It was noted by Lockett and Thompson (2001) that resource- ­? based view is implied in the sense that each firm’s pportunity set is exclusive and a product of the resources is obtained from its past experience. â€Å"Therefore, it follows that decisions about the appropriate boundaries of a firm’s activities should reflect its existing resource bundle. If firms face a similar external environment, in the sense of similar product and factor markets, the resource- ­? based view suggests that those firms with a similar initial resource endowment should display similar ceteris paribus patterns of behavior and performance†. 3. Procurement is an integral part of resource–based view of an organization Procurement and resource- ­based iew Procurement, or in many context, usually referred to as â€Å"outsourcing†, is defined as â€Å" astrategic decision that entails the external contracting of determined non- ­? strategic activities or business processes necessary for the manufacture of goods or the provision of services by means of agreements or contracts with higher capability firms to undertake those activities or business processes, with the aim of improving competitive advantage† (Espino Rodriguez and Padron Robaina, 2006). According to resource- ­? based view, resources can be exploited by means of contracts (Barney, 1999, Gainey and Klaas, 2003,Grant, 1991) and this perspective can be used as a framework to help organizations decide which activities should be outsourced and which to perform in- ­? house. In this regard, one of the dominant frameworks that explain the propensity of procurement is core competences approach (Gilley and Rasheed, 2000, Teng et al. , 2007). Based on this approach, a firm should invest in activities generating core capabilities and outsource the rest (Prahalad, 1990, Hilmer and Quinn, 1994), regarding that the former activities are those providing the firm’s growth and development (Peteraf, 2006). It is pointed out by Prahalad 1990) that a firm can perform better by focusing on those resources generating the core competences. According to the author, short- ­? term success results from the price and the attributes of the products, while long- ­? term competitive advantages lie on the core capabilities, which derives from the firm’s collective learning. Strategic outsourcing, based on resources and capabilities, signifies a deep understanding of the core competences, which assist organizations to build their long- ­? term competitiveness (Bettis et al. , 1992). Espino Rodriguez and Padron Robaina (2006) concluded that the resource ased view helps to distinguish the core competences and provides knowledge (Hilmer and Quinn, 1994) about which activities to perform with internal resources and which to procu re, â€Å"determining that the possession of some resources and capabilities is what defines what the firm itself will do and what it will obtain from third parties†. In order to explain the integral part that procurement plays from resource- ­? based view, it is important to look into the framework developed by Grant (1991), in which a firm’s resources and capabilities are the main considerations in formulating strategies. In this framework or strategy formulation, five stages were established to associate strategy, competitive advantage and resources and capabilities. Among these five stages, the last one refers to â€Å"identifying the resource gaps which need to be filled and invest in replenishing, augmenting and upgrading the firm’s resource base† where there is a place for procurement. This is demonstrated in Figure 3 as below. Grant (1991) believes that regarding the lack of firm’s resources and capabilities, the firm needs to decide betw een developing resources in- ­? house and outsourcing resources from the third parties. Hence, in order to

Physics Lab Report Cooling Coffee Essay

Introduction: It is Saturday afternoon. You brew yourself a cup of coffee and are just about to pour cold milk into the coffee. The doorbell rings and you realize immediately that your friend needs your help for a few minutes this afternoon. If you want to have your coffee as warm as possible after you helped your friend, what would be wise to do? Should you pour the milk now, or after you come back? Or does it make no difference? I would like to add the milk into coffee after I come back. Because the hot coffee without milk will cool longer than the warm coffee with milk. Aim: To find out the relationship between the time at which the milk is added, and the final temperature of the coffee/milk mixture. Every minute the coffee was getting cooler (milk was getting warmer until the room temperature), but when we added the milk into coffee it started to cool more faster. Variables: Independent: Dependent: the coffee/ milk temperature dependents of the room temperature. Controlled: To control variables we can change hot coffee/water and milk every minute, or put hot coffee/ water into thermos and milk into object that has same temperature. Hypothesis: My hypothesis is that will be better if we won’t add milk into coffee( because it has a cooling effect), so the coffee will be hoter if we won’t add milk into it. Apparatus: 1. 250 ml beaker 2. 50 ml beaker 3. 100 ml 4. 50 ml measuring cylinder 5. thermometer 6. kettle 7. water cooler 8. stop watch 9. stirring rod Thermometer Diagram: Thermometer Hot Coffee (200 ml) Cold Milk (50 ml) Method: 1) Take 2 test tubes 2) In the first test tube pour milk 3) In the second one pour hot coffee/hot water. 4) Put thermometers into both test tube. 5) Measure the temperature every minute. 6) Record the temperature. Data Collection: At the beginning of the experiment the temperature of the coffee/ hot water was 80.9, but the water started to cool and every minute the temperature was getting lower. 80.9| 79.9| 73.7| 71.7| 65.3| The milk was 19.8 and with every minute it was getting warmer. 19.8| 19.9| 20.1| 20.1| 20.1| So the milk and hot coffee had difference of 61.1 but after mixed together-54.5. Substance:| Temperature(c)as is| Temperature(c)after 1 min| Temperature(c)after 2 min| Temperature(c)After 3 min| Temperature(c)After 4 min| milk| 19.8| 19.9| 20.1| 20.1| 20.1| Hot water| 80.9| 79.9| 73.7| 71.7| 65.3| both mixed together| 53.1| 52.1| 51.0| 51.0| 50.3| Graph: Conclusion and Evaluation: Problems: We used only one metal rod, after hot water we put it into milk ( the rod was hot) and maybe it made a effect to results. Also we use only one thermometer in short time, after hot coffee we measured the temperature of the milk promptly, maybe this can changed results. To solve these problems we should use two metal rods and two thermometers. Make sure you read and follow the checklist!!!!! Design Design| Complete /2| Partial / 1| Not at all /0| Aspect 1 | Define problem and select variables| Formulates a research question and identifies the relevant variables.| Formulates a research question that is incomplete or identifies only some relevant variables.| Does not identify a research question AND does not identify any relevant variables.| Marking Checklist: Research Question (RQ) or Aim clearly stated| | RQ/Aim includes Independent Variable (IV)and Dependent Variable (DV)| | IV correctly identified with units/ range| | DV correctly identified with units| | Prediction is quantitative| | A sketch graph is included, with explanation| | Prediction is explained using scientific theory| | Design| Complete /2| Partial / 1| Not at all /0| Aspect 2 | Controlling variables| Designs a method for the effective control of the variables..| Designs a method that makes some attempt to control the variables.| Designs a method that does not control the variables.| Marking Checklist Method to manipulate IV, including specific details of range or increments| | Method for recording results, including units| | Diagram of equipment or experimental set-up | | Controlled variables presented as a table: * List all variables to be controlledFor each variable: | | How could it impact the results?| | Exactly how will it be controlled?| | Design| Complete /2| Partial / 1| Not at all /0| Aspect 3| Developing a method for the collection of data| Develops a method that allows for the collection of sufficient, relevant data| Develops a method that allows for the collection of insufficient, relevant data| Develops a method that does not allow for any relevant data to be collected| Marking Checklist: How will your results be presented?| | Does your plan address the research question?| | Do you have a minimum of 5 different values for the independent variable?| | Do you have sufficient repeats at each value to ensure reliability?| | Is your method clearly presented and can it be easily followed by others?| | Have you addressed safety?| | Data Collection and Processing DCP| Complete /2| Partial / 1| Not at all /0| Aspect 1| Recording raw data | Records appropriate data including units.| Records appropriate data but with some mistakes or omissions. | Does not record any appropriate raw data OR raw data is incomprehensible.| Marking Checklist: Raw data clearly distinguished from processed data (possibly separate table)| | Units of IV and DV present and correct| | All data are recorded correctly and honestly| | Decimal points consistent throughout| | Decimal points consistent with precision of the measuring equipment| | DCP| Complete /2| Partial / 1| Not at all /0| Aspect 2| Processing raw data | Processes the raw data correctly.| Processes raw data, but with some mistakes and/ or omissions.| No processing of raw data is carried out OR major mistakes are made in processing.| Marking Checklist Calculations to determine DV carried out, if necessary | | Calculations address RQ| | Mathematics correctly applied| | Worked example calculations given| | Processed data (and decimal places) consistent with precision of recorded data| | Data Collection and Processing| Complete /2| Partial / 1| Not at all /0| Aspect 3| Presenting processed data| Presents processed data appropriately| Presents processed data appropriately but with some mistakes or omissions| Presents processed data inappropriately or incomprehensibly| Marking Checklist: Does your graph have an informative title?| | Is it an appropriate size with suitable scales?| | Are the axes labeled with S.I./metric units?| | Are all the points accurately plotted?| | Does it have a suitable line of best fit?| | Conclusion and evaluation CE| Complete /2| Partial / 1| Not at all /0| Aspect 1| Concluding| States a conclusion, with justification, based on a reasonable interpretation of the data| States a conclusion based on a reasonable interpretation of the data| States no conclusion or the conclusion is based on an unreasonable interpretation of the data| Marking Checklist: Have you stated the patterns or trends in your data with reference to your graph?| | Have you offered a scientific explanation of your results?| | Comparisons, if appropriate, are made | | Data related to prediction or RQ – to what extent to they agree/ disagree?| | Appropriate language used â€Å"Supports my prediction† (not ‘proves’ or ‘is correct’)| | Suggestions for further investigation stated| | CE| Complete /2| Partial / 1| Not at all /0| Aspect 2| Evaluating procedures| Evaluates weaknesses and limitations.| Identifies some weaknesses and limitations, but the evaluation is weak or missing.| Identifies irrelevant weaknesses and limitations.| Marking Checklist: Analysis of reliability of results:| | Are data sufficient to address the RQ? | | Was the range of the IV appropriate?| | Identify & Explain anomalous data points| | Refer to data| | Some attempt to evaluate measurement/ instrument errors, systematic error problems with the method) in terms of:| | Possible effect on data| | The validity of the conclusion| | Time management or human error may be mentioned, though these are not scientific errors – they should be eliminated with good practical skills. The focus here should be on the investigation. List your errors and limitations in order; state the most significant error or limitation first! CE| Complete /2| Partial / 1| Not at all /0| Aspect 3| Improving the investigation| Suggests realistic improvements in respect of identified weaknesses and limitations.| Suggests only superficial improvements.| Suggests unrealistic improvements.| Marking Checklist: For each weakness or limitation mentioned above, how could improved experimental design remove or reduce the effect of the error in terms of:| | Techniques used to collect and record data| | Design of the investigation, including range of values chosen and repeats of each IV data point| | Realistic, specific and achievable improvements| |

Definition and Examples of Exigence in Rhetoric

Definition and Examples of Exigence in Rhetoric In rhetoric, exigence is an issue, problem, or situation that causes or prompts someone to write or speak. The term exigence comes from the Latin word for demand. It was popularized in rhetorical studies by Lloyd Bitzer in The Rhetorical Situation (Philosophy and Rhetoric, 1968). In every rhetorical situation, said Bitzer, there will be at least one controlling exigence which functions as the organizing principle: it specifies the audience to be addressed and the change to be affected. In other words, says Cheryl Glenn, a rhetorical  exigence is a problem that can be resolved or changed by discourse (or language)... All successful rhetoric (whether verbal or visual) is an authentic response to an exigence, a real reason to send a message. (The Harbrace Guide to Writing, 2009) Other Considerations Exigence is not the only component of a rhetorical situation. The rhetor also must consider the audience being addressed and constraints that would present obstacles.   Commentary Exigence has to do with what prompts the author to write in the first place, a sense of urgency, a problem that requires attention right now, a need that must be met, a concept that must be understood before the audience can move to a next step. (M. Jimmie Killingsworth, Appeals in Modern Rhetoric. Southern Illinois University Press, 2005)An exigence may be something as direct and intense as a power outage, which might prompt an official to persuade everyone to stay calm or to assist those in need. An exigence may be more subtle or complex, like the discovery of a new virus, which might prompt medical officials to persuade the public how to change its behavior. Exigence is part of a situation. It is the critical component that makes people ask the hard questions: What is it? What caused it? What good is it? What are we going to do? What happened? What is going to happen? (John Mauk and John Metz Inventing Arguments, 4th ed. Cengage, 2016) Rhetorical and Nonrhetorical Exigences An exigence, [Lloyd] Bitzer (1968) asserted, is an imperfection marked by urgency; it is a defect, an obstacle, something waiting to be done, a thing which is other than it should be (p. 6). In other words, an exigence is a pressing problem in the world, something to which people must attend. The exigence functions as the ongoing principle of a situation; the situation develops around its controlling exigence (p. 7). But not every problem is a rhetorical exigence, Bitzer explained. An exigence which cannot be modified is not rhetorical; thus, whatever comes about of necessity and cannot be changed- death, winter, and some natural disasters, for instance- are exigences to be sure, but they are nonrhetorical. . . . An exigence is rhetorical when it is capable of positive modification and when positive modification requires discourse or can be assisted by discourse. (emphasis added) (John Mauk and John Metz Inventing Arguments, 4th ed. Cengage, 2016)Racism is an example of the first typ e of exigence, one where discourse is required to remove the problem... As an example of the second type- an exigence that can be modified by the assistance of rhetorical discourse- Bitzer offered the case of air pollution. (James Jasinski, Sourcebook on Rhetoric. Sage, 2001) A brief example may help to illustrate the difference between an exigence and a rhetorical exigence. A hurricane is an example of a non-rhetorical exigence. Regardless of how hard we try, no amount of rhetoric or human effort can prevent or alter the path of a hurricane (at least with todays technology). However, the aftermath of a hurricane pushes us in the direction of a rhetorical exigence. We would be dealing with a rhetorical exigence if we were trying to determine how best to respond to people who had lost their homes in a hurricane. The situation can be addressed with rhetoric and can be resolved through human action. (Stephen M. Croucher, Understanding Communication Theory: A Beginners Guide, Routledge, 2015) As a Form of Social Knowledge Exigence must be located in the social world, neither in a private perception nor in material circumstance. It cannot be broken into two components without destroying it as a rhetorical and social phenomenon. Exigence is a form of social knowledge- a mutual construing of objects, events, interest, and purposes that not only links them but makes them what they are: an objectified social need. This is quite different from [Lloyd] Bitzers characterization of exigence as a defect (1968) or a danger (1980). Conversely, although exigence provides the rhetor with a sense of rhetorical purpose, it is clearly not the same as the rhetors intention, for that can be ill-formed, dissembling, or at odds with what the situation conventionally supports. The exigence provides the rhetor with a socially recognizable way to make his or her intentions known. It provides an occasion, and thus a form, for making public our private versions of things. (Carolyn R. Miller, Genre as Social Action, 1984. Rpt. in Genre In the New Rhetoric, ed. by Freedman, Aviva, and Medway, Peter. Taylor Francis, 1994) Vatzs Social Constructionist Approach [Richard E.] Vatz (1973)... challenged Bitzers concept of the rhetorical situation, maintaining that an exigence is socially constructed and that rhetoric itself generates an exigence or rhetorical situation (The Myth of the Rhetorical Situation.) Quoting from Chaim Perelman, Vatz argued that when rhetors or persuaders choose particular issues or events to write about, they create presence or salience (Perelmans terms)- in essence, it is the choice to focus on the situation that creates the exigence. Thus a president who chooses to focus on health care or military action, according to Vatz, has constructed the exigence toward which the rhetoric is addressed. (Irene Clark, Multiple Majors, One Writing Class.  Linked Courses for General Education and Integrative Learning, ed. by  Soven, Margot, et al., Stylus, 2013)

SUNY Brockport Admissions Data and Acceptance Rate

SUNY Brockport Admissions Data and Acceptance Rate SUNY Brockport is a generally accessible school, admitting over half of applicants. Students can apply to the school through the SUNY website, or with the Common Application. Prospective students will also have to submit SAT or ACT scores, high school transcripts, and letters of recommendation. Check out the schools website for more information. Calculate your chances of getting in  with this free tool from Cappex. Admissions Data (2016) SUNY Brockport Acceptance Rate: 55  percentGPA, SAT and ACT Graph for Brockport AdmissionsTest Scores: 25th / 75th PercentileSAT Critical Reading: 450 / 550SAT Math: 470 / 570SAT Writing: - / -(what these SAT numbers mean)(SUNY SAT comparison chart)ACT Composite: 20  / 25ACT English: 18  / 24ACT Math: 20  / 26(what these ACT numbers mean)(SUNY ACT comparison chart) SUNY Brockport Description SUNY Brockport, or the College at Brockport, is a selective university and member of the State University of New York system. Brockport is a highly ranked Masters-granting college with a 17 to 1  student/faculty  ratio. Founded in 1835 and located 16 miles west of Rochester along the Erie Canal, the college has a long and rich history. The college offers 42 undergraduate majors and has 65 programs abroad in over 20 countries. Roughly three-quarters of all students receive some form of grant aid, and the college has earned high marks in national rankings for its educational value. In athletics, popular sports include football, soccer, track and field, hockey, and lacrosse. Explore the campus with the  SUNY Brockport Photo Tour Enrollment (2016) Total Enrollment: 8,243  (7,128  undergraduates)Gender Breakdown: 44  percent male / 56 percent female89 percent full-time Costs (2016-17) Tuition and Fees: $7,928  (in-state); $17,778 (out-of-state)Books: $1,330Room and Board: $12,418Other Expenses: $1,660Total Cost: $23,336  (in-state); $33,186 (out-of-state) SUNY Brockport Financial Aid (2015 - 16) Percentage of New Students Receiving Aid: 90 percentPercentage of New Students Receiving Types of AidGrants: 74 percentLoans: 74  percentAverage Amount of AidGrants: $7,009Loans: $7,868 Academic Programs Most Popular Majors:  Accounting, Art, Business Administration, Communication Studies, Criminal Justice Studies, English, History, Nursing, Physical Education Teaching and Coaching, PsychologyWhat major is right for you?  Sign up to take the free My Careers and Majors Quiz at Cappex. Graduation, Retention and Transfer Rates First Year Student Retention (full-time students): 82 percentTransfer Out Rate: 23 percent4-Year Graduation Rate: 48 percent6-Year Graduation Rate: 68  percent Intercollegiate Athletic Programs Mens Sports:  Football, Soccer, Hockey, Swimming, Track and Field, Baseball, Wrestling, Lacrosse, Cross CountryWomens Sports:  Soccer, Softball, Cross Country, Track and Field, Field, Hockey, Swimming, Tennis, Volleyball, Cross Country Learn About Other SUNY Campuses Albany  |  Alfred State  |  Binghamton  |  Brockport  |  Buffalo  |  Buffalo State  |  Cobleskill  |  Cortland  |  Env. Science/Forestry  |  Farmingdale  |  FIT  |  Fredonia  |  Geneseo  |  Maritime  |  Morrisville  |  New Paltz  |  Old Westbury  |  Oneonta  |  Oswego  |  Plattsburgh  |  Polytechnic  |  Potsdam  |  Purchase  |  Stony Brook If You Like SUNY Brockport, You May Also Like These Schools Nazareth College: Profile  Alfred University: Profile | GPA-ACT-SAT GraphIthaca College: Profile | GPA-ACT-SAT GraphCanisius College: Profile | GPA-ACT-SAT GraphSyracuse University: Profile | GPA-ACT-SAT GraphUtica College: Profile  St. John Fisher College: Profile  Binghamton University: Profile | GPA-ACT-SAT GraphStonybrook University: Profile | GPA-ACT-SAT GraphHobart William Smith College: Profile | GPA-ACT-SAT Graph Data Source: National Center for Educational Statistics

Contemporary corporate governance issues Essay Example | Topics and Well Written Essays - 2750 words - 1

Contemporary corporate governance issues - Essay Example The emergence of the concept shareholders value arose from the concept of separation of ownership and control which is also known as fragmentation of ownership. The concept focussed on how the owners of the company usurp the company’s profits for personal interest. The concept of shareholders emerged to enhance the betterment of the company. The relationships between the banks and the companies in UK prevented concentrated share ownership of certain companies in UK. The prevalent laissez –faire policy in the UK focussed on the non economic interest of the company and wanted to underpin the emerging corporate economy. There were sudden changes in the policies of the company where there was minimum government intervention and the concept of shareholders value evolved. The concept revolved around the fact that individual private owners of the company are the shareholders of the company, and managers have to act in accordance with their decisions. Whenever shareholders were unavailable for decision making in a meeting, the managers of the company would make the decisions on the shareholders behalf (European Investment Bank, 2012c). This ensured that the divergence between the interests of shareholders and managers did not become too extreme. The modern day business practices regard shareholders as the owners of the company. They usually buy the shares of the company (European Investment Bank, 2012a). There is no specific amount of shares that need to be bought in order to become a shareholder of the company. Shareholders can exercise their voting rights in the company. There are some exceptions, like the Kuala Lampur Stock Exchange prohibits the shareholders from exercising their voting rights. Shareholders regard the annual meeting as a serious event as they can question the management regarding issues which are pertaining to the company and are included and excluded in the annual report.

High frequency trading Research Paper Example | Topics and Well Written Essays - 500 words

High frequency trading - Research Paper Example Another disadvantage that faces the average investor is the ability to withdraw and initiate thousands of trades at multiple pricing points within the same period. This makes it difficult to understand what is or is not legit (Petajisto 273). Further, the ability of these programs coming up with the upper buy range and lower sell range can create security for one individual and insecurity for the other. It becomes very difficult to have the average investor coming up with a substantial amount because the investors privy with HFT could sell below the limit forcing an individual to pay more compared to normal circumstances. The fact that they attain the information seconds earlier allows them to have an edge that disadvantages the investors, exposing them to risks (Aldridge 65; Kirilenko, Kyle, Samadi & Tuzun 25). Many will look at this from the angle of having more to do with one’s trading sessions, but the unleveled playing field makes it worse. The securities exchange should rein on such behaviors and provide the investors with a fair chance of meeting these ideals. Regulations are necessary in this sector. Investors need to operate within similar platforms as a way of encouraging them to make better use of the skills present. One thing that can be done is creating stronger controls that will create safety nets around the trading options (Aldridge 67). This will enable the government to provide the stock exchanges with the required platforms that will help reduce the market instability through the proper utility of the incentives provided. Markets will also benefit a lot if information was not disseminated before hand, allowing all traders to benefit from what they possess, rather than generate new platforms that do not define the market as a whole (Petajisto 274). Ideally, the traders will have to get clearing before some of the tools can be used, something the government needs to pay great attention to. By limiting the risks, it is very