Teenagers & Unprotected Sex

Shavado  Smith English 017 Teenagers  &  Unprotected Sex In a hyper-sexualized  society that  continues to thrive as each day passes, the thought of unprotected sex has lost the shock value it once possessed. It is now considered normal to hear teenagers bragging about not only their conquests but the unprotected sex they are having. â€Å"She let me go in raw† or â€Å"I told him not to use a condom† are just a couple of the phrases one can hear when listening to these conversations.Unprotected sex  as it relates to teenagers  has become a big problem in the world today  for  two main reasons which are  lack  of education  and  lack of  concern. Many are simply unaware of all the choices available in regards to protection for safe sex. There are vast options for both males and females that allow them to engage in healthy, safe sex. As a result of unprotected sex, there are increasing numbers of unplanned pregnancies and increased  frequenc y  of sexually transmitted diseases (STDs) among teenagers.Lack of education is the primary cause of unprotected sex among teenagers. Not receiving adequate education  can be the fault of  both the  parents  and  the individual. Teenagers  often receive flawed information about safe sex from popular culture and their peers but almost always never from credible sources such as their parents, or the counseling department of their school. These misguided, ignorant teens then make poor decisions that can have detrimental, long-lasting effects on their lives.I have a friend who became a mother at the tender age of 17 because she was having unprotected sex; the reason she was having unprotected sex was because she thought that the â€Å"pull out† method (which is when the male ‘pulls out’ out of the vagina before ejaculation) would work. She was unaware to the fact that no doctor considers this method to be very effective because semen can leak out of the tip of the penis. Consequently, her decision to have unprotected sex led to her having to unnecessarily take on an adult responsibility.Another factor that results in unprotected sex is unpreparedness; some  teenagers  are aware of unprotected sex, its  lethal  effects and what should be done to avoid these effects but do not take the necessary steps to avoid these problems. Sometimes it is because they are irresponsible, but it can also occur when they act in the moment and take a chance, risking their lives and that of their partner. Statistics have proven that more than half of sexually active teenagers have participated in  sexual activity even though they were unprepared to have safe sex.Nonchalance towards this  serious matter is a reason why so many teenagers are not being responsible and having safe sex. The predominant effects of unprotected sex by teenagers are unplanned pregnancies and an increased risk of being a victim of a sexually transmitted disease. An unplanned pregnancy has an explicit correlation to unprotected sex. According to an article Teenhelp. com statistics show that our ‘neighbor’,  the United States of America, has approximately 820,000 teenagers become  pregnant each year with 80% of them being unintended pregnancies.In simpler terms, a little over 650,000 pregnancies are unplanned, a direct result of unprotected sex(Author Unknown). Another effect of unprotected sex is the increase number of cases with sexually transmitted diseases. Failure to have safe sex can leaves teenagers prone to STDs such as gonorrhea, chlamydia and syphilis. Unfortunately, some can even contract the deadly human immunodeficiency virus (HIV) which causes acquired immunodeficiency syndrome (AIDS). Many teenagers escape this horrible fate but come into contact with at least one STD if they are having unprotected sex.Furthermore, contrary to popular belief, STDs can be contracted without penetration of the vagina by the penis. T his fact  lends to the cause of unprotected sex which is ignorance. Many teenagers are unaware of this fact and believe that they cannot contract STDs through other types of sex such oral or anal, however this not true. STDs can be  transmitted through sexual activity that involves the vagina, the penis, the anus and  the mouth. It is clear that there are direct correlations between the causes and effects of unprotected sex among teenagers.Statistics, professional opinion  and personal experience all support this statement. Teenagers who lack proper sexual education are more likely to experience these effects than those who are educated. The same applies for teenagers who are more concerned about their sexual well-being; if they take the necessary steps to ensure they always have safe sex or at the very least, limit the number of times they have unprotected sex, their chances of experiencing the effects of unprotected sex are decreased.It is my belief that failure to expose teenagers to more sex education in schools and at home will only compound the current problem. Teenagers should be comfortable to ask sex-related questions because sexual intercourse is a natural occurrence that can be wonderful and have no repercussions when handled properly and maturely. Unprotected sex among teenagers is an epidemic that is becoming a global problem. There is not a country that is not dealing with teenagers becoming not only sexually active at a young age, but also being uneducated and unprepared.The causes and effects of unprotected sex among teenagers is a problem that must be dealt with and swiftly! When will we begin to take this on growing pandemonium seriously? We currently have an abundance of adolescents and pre-teens that are  having unprotected sex and becoming mothers/fathers and/or being infected from STDs? I can only hope that the causes of unprotected sex among teenagers are taken more seriously and precautions are  taken so that one day we will be able to live in a world free of â€Å"mistakes† which is in correlation with unplanned pregnancies and contracting STI’s.

LVMH: Corporate Structure and Business Plan

GOVERNANCE STRUCTURE The Board of Directors is the strategy body of LVMH Moet Hennessy – Louis Vuitton SA. The competence, integrity and responsibility of its members, clear and fair decisions reached collectively, and effective and secure controls are the ethical principles that govern the Board. The key priorities pursued by LVMH’s Board of Directors are enterprise value creation and the defense of the Company’s interests. LVMH’s Board of Directors acts as guarantor of the rights of each of its shareholders and ensures that shareholders ful? ll all of their duties.The Company adheres to the Code of Corporate Governance for Listed Companies published by AFEP and MEDEF. The Board of Directors shall have a maximum of 18 members, a third of whom at least are appointed from among prominent independent persons with no interests in the Company The number of Directors or permanent representatives of legal entities from outside companies, shall be limited to four . Apart from the selection of the Company’s management structure and the appointment of the Chairman of the Board of Directors, Chief Executive Of? cer and Group ManagingDirector(s), the principal missions of the Board of Directors are to: – ensure that the Company’s interests and assets are protected; – de? ne the broad strategic orientations of the Company and the Group and ensure that their implementation is monitored; – approve the Company’s annual and half-yearly ? nancial statements; – review the essential characteristics of the internal control and risk management systems adopted and implemented by the Company; – ensure that major risks to which the Company is exposed are in keeping with its strategies and its objectives, and that they are taken into account in the management of the Company; verify the quality, reliability and fairness of the information provided to shareholders concerning the Company and the Group, in p articular to ensure that the management structure and the internal control and risk management systems are able to guarantee the quality and reliability of ? nancial information published by the Company and to give a true and fair view of the results and the ? nancial position of the Company and the Group; – set out the organization principles and procedures for the Performance Audit Committee; – disseminate the collective values that guide the Company nd its employees and that govern relationships with consumers and with partners and suppliers of the Company and the Group; – promote a policy of economic development consistent with a social and citizenship policy based on concepts that include respect for human beings and the preservation of the environment in which it operates. The Board of Directors shall hold at least four meetings a year Decisions by the Board of Directors shall be made by simple majority vote and are adopted as a board. If they deem appropr iate, independent Directors may meet without requiring the presence of the other members of theBoard of Directors. For special or important issues, the Board of Directors may establish one or more ad hoc committees. Each member of the Board of Directors shall act in the interests and on behalf of all shareholders. Once each year, the Board of Directors evaluates its procedures and informs shareholders as to its conclusions in a report presented to the Shareholders’ Meeting. In addition, at least once every three years, a fully documented review of the work of the Board, its organization and its procedures is conducted. The Shareholders’ Meeting shall set the total amount ofDirectors’ fees to be paid to the members of the Board of Directors. This amount shall be distributed among all members of the Board of Directors and the Advisors, if any, on the recommendation of the members of the Directors’ Nominations and Compensation Committee, taking into account their speci? c responsibilities on the Board A specialized committee responsible for auditing performance operates within the Board of Directors, acting under the responsibility of the Board of Directors. The Performance Audit Committee shall be made up of at least three Directors appointed by the Board of Directors.At least two thirds of the members shall be independent Directors. The majority of the Committee’s members must have held a position as a Managing Director or a position involving equivalent responsibilities or possess speci? c expertise in ? nancial and accounting matters. The Board of Directors shall appoint a Chairman of the Committee from among its members. The maximum term of the Chairman of the Committee is ? ve years. Neither the Chairman of the Board of Directors nor any Director performing the duties of Chief Executive Of? cer or Group Managing Director of LVMH may be a member of theCommittee. A Director may not be appointed as a member of the Committee i f he or she comes from a company for which an LVMH Director serves as a member of a committee comparable in function. The principal missions of the Committee are to: – monitor the process for preparing ? nancial information, particularly the individual company and consolidated ?nancial statements, and verify the quality of this information; – monitor the statutory audit of the individual company and consolidated ? nancial statements by the Statutory Auditors , whose conclusions and recommendations it examines; ensure the existence, pertinence, application and effectiveness of internal control and risk management systems, monitor the ongoing effectiveness of these systems, and make recommendations to the Chief Executive Of? cer concerning the priorities and general guidelines for the work of the Internal Audit team; – examine risks to the Statutory Auditors’ independence and, if necessary, identify safeguards to be put in place in order to minimize the pot ential of risks to compromise their independence, issue an opinion on the fees paid to the Statutory Auditors, as well as those paid to the network to hich they belong, by the Company and the companies it controls or is controlled by, whether in relation to their statutory audit responsibilities or other related assignments, oversee the procedure for the selection of the Company’s Statutory Auditors, and make a recommendation on the appointments to be submitted to the Shareholders’ Meeting in consideration of the results of this procedure; – analyze the exposure of the Company and the Group to risks, and in particular to those identi? ed by the internal control and risk management systems, as well as material off–balance sheet commitments of the Company and the Group; review major agreements entered into by Group companies and agreements entered into by any Group company with a third-party company in which a Director of the LVMH parent company is also a s enior executive or principal shareholder. Signi? cant operations within the scope of the provisions of Article L. 225-38 of the French Commercial Code require an opinion issued by an independent expert appointed upon the proposal of the Performance Audit Committee; – assess any instances of con? ict of interest that may affect a Director and recommend suitable measures to prevent or correct them. Compensation CommitteeThe Committee shall meet at least twice a year, without the Chairman of the Board of Directors, the Chief Executive Of? cer and the Group Managing Director(s), before the Board of Directors’ meetings in which the agenda includes a review of the annual and half-yearly parent company and consolidated ?nancial statements. If necessary, the Committee may be required to hold special meetings, when an event occurs that may have a signi? cant effect on the parent company or consolidated ? nancial statements. Decisions of the Committee shall be made by simple maj ority vote and shall be deemed to have been reached as a board.The proceedings of each Committee meeting shall be recorded in minutes of the meeting. The Committee shall report on its work to the Board of Directors. It shall submit to the Board its ? ndings, recommendations and suggestions. The Committee may request any and all accounting, legal or ?nancial documents it deems necessary to carry out its responsibilities. The Committee may call upon the Company’s staff members responsible for preparing the ? nancial statements, carrying out internal control procedures, conducting internal audits, applying risk management or cash management procedures, nvestigating tax or legal matters, as well as the Statutory Auditors, to appear before it on any number of occasions to address issues in detail, without requiring the presence of the Chairman of the Board, the Chief Executive Of? cer, or Group Managing Director(s) of LVMH. These meetings may also take place in the absence of thos e responsible for the accounting and ? nancial functions. After having duly noti? ed the Chairman of the Board of Directors, the Committee may seek assistance from external experts if circumstances require. The Committee members and its Chairman may receive a pecial Director’s fee, the amount of which shall be determined by the Board of Directors and charged to the total ? nancial package allocated by the Shareholders’ Meeting. 1. Subject to the exceptions provided by law, the Board of Directors is composed of three to eighteen members, who may be individuals or legal entities appointed by the Ordinary Shareholders’ Meeting. A legal entity must, at the time of its appointment, designate an individual, who will be its permanent representative on the Board of Directors. The term of of? ce of a permanent representative is the same as the legal entity that he represents. . Each member of the Board of Directors must during its term of of? ce own at least ? ve hundred (500) shares of the Company. If, at the time of its appointment, a member of the Board of Directors does not own the required number of shares or if, during its term of of? ce, it ceases to be the owner thereof, it shall dispose of a period of six months to purchase such number of shares, in default of which it shall be automatically deemed to have resigned. 3. Nobody being more than seventy years old shall be appointed Director if, as a result of his appointment, the umber of Directors who are more than seventy years old would exceed one-third of the members of the Board. Directors are appointed for a term of three years. The duties of a Director shall terminate at the close of the Ordinary Shareholders’ Meeting convened to approve the accounts of the preceding ? scal year and held in the year during which the term of of? ce of said Director comes to an end. A salaried employee of the Company may be appointed as a Director provided that his employment contract antedates his appointment and corresponds to a position actually held.In such case, he shall not lose the bene? t of his employment contract. The number of Directors bound to the Company by an employment contract may not exceed one-third of the Directors in of? ce. The Board of Directors shall elect a Chairman, who must be an individual, from among its members. It shall determine his term of of? ce, which cannot exceed that of his of? ce as Director and may dismiss him at any time. The Board shall also determine the compensation to be paid to the Chairman. The Chairman of the Board of Directors cannot be more than seventy-? ve years old.The Board may always elect one or several Vice-Chairman(men). It shall determine their term of of? ce which cannot exceed that of their respective of? ce as Director. The of? cers of the meeting are the Chairman, the ViceChairman(men) and the Secretary. The Secretary may be chosen from outside the Directors or the shareholders. The Board determines its term of of ? ce. The Secretary may always be re-elected. The Board, convened by its Chairman, meets as often as required by the interests of the Company. The Board of Directors sets guidelines for the Company’s ctivities and shall ensure their implementation. Subject to the powers expressly granted to the Shareholders’ Meetings and within the limits of the corporate purpose, it addresses any issue relating to the Company’s proper operation and settles the affairs concerning it through its resolutions. In its relations with third parties, the Company is bound even by acts of the Board of Directors falling outside the scope of the corporate purpose, unless it demonstrates that the third party knew that the act exceeded such purpose or that it could not have ignored it given the circumstances, it being speci? d that mere publication of the Bylaws is not suf? cient proof thereof. The Board of Directors performs such monitoring and veri? cations as it deems appropriate. Each Di rector receives all necessary information for completing his assignment and may request any documents he deems useful. The Company shall be audited, as provided by law, by one or more Statutory Auditors legally entitled to be elected as such. When the conditions provided by law are met, the Company must appoint at least two Statutory Auditors. Each Statutory Auditor is appointed by the OrdinaryShareholders’ Meeting. One or more supplementary deputy Statutory Auditors, who may be called to replace the regular Statutory Auditors in the event of death, disability, resignation or refusal to perform their duties, are appointed by the Ordinary Shareholders’ Meeting. Shareholders’ Meetings shall be convened and held as provided by law. A Shareholders’ Meeting is chaired by the Chairman of the Board of Directors or, in his absence, by the oldest ViceChairman of the Board of Directors or, in the absence of the latter, by a Member of the Board for that purpose.If n o chairman has been appointed, the Meeting elects its Chairman. The voting right attached to a share is proportional to the share of the capital it represents. When having the same nominal value, each share, either in capital or redeemed (â€Å"de jouissance†), gives right to one vote. However a voting right equal to twice the voting right attached to other shares, with respect to the portion of the share capital that they represent, is granted: – to all fully paid up registered shares for which evidence of registration under the name of the same shareholder during at least three years will be brought; to registered shares allocated to a shareholder in case of increase of the capital by capitalization of reserves, or of pro? ts carried forward or of issue premiums due to existing shares for which it was entitled to bene? t from this right. The Ordinary Shareholders’ Meeting makes decisions which do not amend the Bylaws. It is convened at least once a year, withi n six months from the end of each ? scal year to vote on the accounts of that ? scal year. In order to pass valid resolutions, the Ordinary Shareholders’ Meeting, convened upon ? rst notice, must consist of hareholders, present or represented, holding at least one-? fth of total voting shares. The deliberations of an Ordinary Shareholders’ Meeting, convened upon second notice, shall be valid regardless of the number of shareholders present or represented. The resolutions of the Ordinary Shareholders’ Meeting are approved by a majority of the votes of the shareholders present or represented. The copies or abstracts of the minutes of the Meetings shall be validly certi? ed by the Chairman of the Board of Directors, the Chief Executive Of? cer, or the Secretary of the Meeting. Ordinary and Extraordinary Shareholders’ Meetings shall xercise their respective powers as provided by law. The dividend payment terms are de? ned by the Shareholders’ Meeting o r, if the Meeting fails to do so, by the Board of Directors. However, dividends must be paid within a maximum period of nine months after the ? scal year-end, unless such period is extended by Court order. (The reference for the Company is the AFEP-MEDEF â€Å"Corporate Governance Code for Traded Companies†. ) Main SHAREHOLDERS Christian Dior, the luxury goods group, is the main holding company of LVMH, owning 42. 36% of its shares, and 59. 01% of its voting rights. 5] Bernard Arnault, majority shareholder of Dior, is Chairman of both companies and CEO of LVMH. the only declared major shareholder in LVMH was Groupe Arnault, the family holding company of Bernard Arnault. The group's control amounted to 47. 64% of LVMH's stock (with 42. 36% held through Christian Dior S. A. and 5. 28% held directly) and 63. 66% of its voting rights (59. 01% by Dior and 4. 65% directly). [5] A further 2. 43% of shares were declared as treasury stock, with the remainder being free float. ________ ___________________RICOMINCIA DA QUI_________________________________ STAKEHOLDERS COMPETITORS:LVMH competes in the luxury market with an array of small private and publicly held companies that make designer clothing, wine, watches, and other luxury goods. Unlike LVMH, most of these companies usually have only one brand in their portfolios. The most direct competitors to LVMH are Pinault-Printemps-Redoute (PPR), a French luxury holdings company that includes such brands as Yves Saint Laurent and Gucci, and Compagnie Financiere Richemont, a Swiss luxury company that includes such brands as Cartier and Montblanc. ?PPR is a French retailer and luxury goods company. It is very similar to LVMH in both size and earnings.One distinct advantage LVMH holds over PPR is international diversification. Though a majority of PPR's brands are luxury, it also owns Puma, a sportswear line for men and women that is more affordable and as a broader consumer base, thereby increasing its market. The luxu ry brands that directly compete with LVMH fall under Gucci Group and are: Alexander McQueen, Bottega Veneta, Balenciaga, Yves Saint Laurent, Stella McCartney, Gucci, Boucheron and Sergio Rossi. ?Compagnie Financiere Richemont is much smaller than LVMH in terms of revenue, but earned a similar operating margin on its revenue.Richemont is primarily focused on watches and jewelry. Therefore, in its main business Richemont does not face stiff competition from either company. The most competition comes from the fashion and leather goods divisions, namely Dunhill, Azzedine Alaia, Shanghai Tang, Chloe and the leather goods brand Lancel. All are luxury brands and compete directly with LVMH. [8] ? Valentino Fashion Group S. p. A is an international luxury goods conglomerate. It owns the prestigious brand Valentino as well as luxury brand Hugo Boss.It also has licenses for Marlboro Classics and M Missoni (a lower-priced line inspired by the designs of privately-owned Missoni). Valentino Fashi on Group also has its own brands: Lebole, Oxon and Portrait. In addition, Valentino Fashion Group owns 45% of the luxury American brand Proenza Schouler. Like LVMH, Valentino owns a number of other luxury brands including Valentino and Hugo Boss produce apparel, accessories and fragrances for both men and women. Both conglomerates sell their goods side-by-side in luxury department stores as well as freestanding boutiques. SUPPLIERS: Same behavior as LVMH + acting well towards natureTo ensure effective environmental control, the companies of the Group are conducting an awareness program with their suppliers and subcontractors. Designing packaging that prevents the waste of raw materials and generates smaller waste volumes is a principle of both good management and respect for the environment. This can only be done if we thoroughly understand the effects of the product on the biosphere, from manufacture to disposal. This is the role of Life Cycle Analysis, a method applied by the LVMH group since 1993, in its initial study on the path followed by a standard Hennessy product.The implementation of actions to reduce the products impacts throughout their life cycle implies to work closely with the suppliers and subcontractors. Programs to make lighter packaging are critical and are coordinated at Group level. We start studying a product's packaging from the product's design stage. The design/development, purchasing and marketing teams work with suppliers in multi-disciplinary groups and use a value analysis method to reconcile impeccable quality and aesthetics for the consumer with marketing requirements, optimized manufacturing processes, and our desire to use raw materials sparingly.Preserving biological diversity is a vital issue for the evolution of life on earth. LVMH group has built its businesses on a sustainable relationship with the natural environment, and consequently uses elements that are neutral or without impact on our ecosystems, either by growing pl ants or raising animals, or by using surplus elements. In this way, it complies in an exemplary manner with the regulations protecting rare species. The research work of LVMH's R&D laboratories in the village of Koro in Burkina Faso continues to bear fruit.In the spring of 2004, the Bikini line of Christian Dior acquired a new active ingredient: Anogelline. EMPLOYEES The group currently employs more than 83,000 people. [1] 30% of LVMH's staff work in France. LVMH operates over 2,400 stores worldwide. [10] LVMH actively supports the professional development of its employees. The decentralized organization of the LVMH group encourages individual initiative. Human Resources teams deploy a variety of concrete tools to develop talents, including training, geographic and functional mobility andrecruitement.The annual Organizational Management Review plays a pivotal role in identifying talents and succession planning. This dynamic process is central to recognizing the contributions and tal ents of the Group's people. It ensures motivating advancement within the Group by identifying key positions, internal resources and the human resources needed to drive continued growth at LVMH companies. LVMH also carries out regular performance appraisals to identify employees' strong points and opportunities for improvement, as well as their personal goals.These appraisals serve as the basis for concrete action to enable people to achieve fulfulling career objectives. Training is distributed between the Group, itsbusiness divisions and the brands themselves, always focused on enriching the skillsets of employees and sharpening their performance to help them flourish in the LVMH ecosystem. Training programs address needs that have been identified and discussed during annual performance appraisal interviews. Technical skills are the responsibility of brands, which sometimes pool training across business groups.LVMH actively encourages all employees to reach their potential as they p ursue fulfilling careers. The Group is committed to promoting diversity and energizing the wealth of human resources at all its companies and in all the host countries where it operates. INSURANCE: Of the most prestigious luxury houses, six post sales of over a billion euros annually. They include Gucci, Hermes, LVMH and L'Oreal, all of whom are clients of Allianz Global Corporate & Specialty France for their transport, property and liability insurance programs. AGCS France will market its transport insurance solution through a variety of intermediaries.These include key luxury industry brokers whose current clients, including subcontractors, may be interested; the Colbert Committee, an association of over 70 luxury companies; Colipa, the European cosmetics association; and the Confederation des Arts de la Table (CAT, the French tableware association). On the heels of this new transport insurance solution other new products will be developed, with the goal of offering a dedicated ra nge for all luxury goods companies. CUSTOMERS: LVMH made a fortune thanks to customer loyalty, and to keep these customers it’s opening shops both in the U. S. ut also in developing countries such as India and China In all, Louis Vuitton now has 96 stores open in the United States, which Slavinsky says is almost evenly divided between freestanding stores and leased in-store boutiques. The company's strength owes a lot to customer loyalty — especially to Louis Vuitton, which analysts estimate accounts for about 60 percent of LVMH's earnings. Demand for its products — from $100 coin purses to the new $5,500 Theda multi-buckled, gilt-trimmed handbags in colors such as turquoise and pink — is so strong that Vuitton's margin topped 45 percent last year; its U.S. sales alone grew 38 percent. To meet the demand, Vuitton is expanding. LOCAL COMMUNITIES The Group believes that our own development must integrate the search for a better quality of life for our custo mers, employees, shareholders, and the regions and various communities affected by our production and distribution operations throughout the world. The Group's commitment towards environmental protection materialized in 2001 by the the â€Å"Environmental Charter† was reinforced in 2003 by joining the United Nations' Global Compact.That initiative, which was launched by Kofi Annan, Secretary General of the UN, requires its signatories to apply and promote nine principles in the field of human rights, labor and the environment. Thus LVMH implements the concept of sustainable development. Aim for a high level of environmental performance In developing its businesses internationally, LVMH works to align its practices with those that offer the best level of environmental protection around the world. Foster a collective commitmentThe environment is the responsibility of every individual and LVMH believes that the awareness, education and training of its employees are top prioritie s. To ensure a continued high level of environmental performance, the Group believes it is vital for each company to set precise environmental objectives and implement a management system dedicated to this process. Control environmental hazards In addition to the most stringent compliance with environmental regulations, which is an absolute duty, the Group intends to focus on risk prevention. As a result, it allocates human and material resources to this goal.Design luxury products by integrating environmental innovation and creativity Guided by its overriding concern for high quality, LVMH is working to improve control and better anticipate the environmental aspects related to the life cycle of its products. LVMH encourages all processes that result in environmental innovations and accepts its duty to exercise prudence and take precautions to ensure total safety for the consumer. Make commitments outside the company LVMH intends to contribute to the protection of the environment ab ove and beyond just the aspects directly related to its own businesses.Because it considers that promoting respect for the environment is essential, LVMH is developing an active partnership with groups of businesses, local communities and the associations which contribute to this objective. INSTITUTIONAL GOALS The mission of the LVMH group is to represent the most refined qualities of Western â€Å"Art de Vivre† around the world. LVMH must continue to be synonymous with both elegance and creativity. Our products, and the cultural values they embody, blend tradition and innovation, and kindle dream and fantasy.In view of this mission, five priorities reflect the fundamental values shared by all Group stakeholders: -Bec reative and innovate – Aim for product excellence – Bolster the image of our brands with passionate determination – Act as entrepreneurs – Strive to be the best in all we do Be creative and innovate Group companies are determined to n urture and grow their creative resources. Their long-term success is rooted in a combination of artistic creativity and technological innovation: they have always been and always will be creators.Their ability to attract the best creative talents, to empower them to create leading-edge designs is the lifeblood of our Group. The same goes for technological innovation. The success of the companies' new products – particularly in cosmetics – rests squarely with research & development teams. This dual value – creativity/innovation – is a priority for all companies. It is the foundation of their continued success. Aim for product excellence Group companies pay the closest attention to every detail and ensure the utter perfection of their products. They symbolize the nobility and perfection of traditional craftsmanship.Each and every one of the objects their customers buy and use exemplifies our brands' tradition of impeccable quality. Never should Group compan ies disappoint, but rather continue to surprise their customers with the quality, endurance, and finish of their products. They never compromise when it comes to product quality. Their search for excellence go well beyond the simple quality of their products: it encompasses the layout and location of our stores, the display of the items they offer, their ability to make their customers feel welcome as soon as they enter our stores†¦All around them, their clients see nothing but quality. Bolster the image of our brands with passionate determination Group brands enjoy exceptional reputation. This would not amount to much, and could not be sustained, if was not backed by the creative superiority and extreme quality of their products. However, without this aura, this extra dimension that somewhat defies logic, this force of expression that transcends reality, the sublime that is the stuff of our dreams, Dior would not be Dior, Louis Vuitton would not be Louis Vuitton, Moet would no t be Moet†¦ The power of the companies' brands is part of LVMH's heritage.It took years and even decades to build their image. They are an asset that is both priceless and irreplaceable. Therefore, Group companies exercise stringent control over every minute detail of their brands' image. In each of the elements of their communications with the public (announcements, speeches, messages, etc. ), it is the brand that speaks. Each message must do right by the brand. In this area as well, there is absolutely no room for compromise. Act as entrepreneurs The Group's organizational structure is decentralized, which fosters efficiency, productivity, and creativity.This type of organization is highly motivating and dynamic. It encourages individual initiative and offers real responsibilities – sometimes early on in one's career. It requires highly entrepreneurial executive teams in each company. This entrepreneurial spirit requires a healthy dose of common sense from managers, as well as hard work, pragmatism, efficiency, and the ability to motivate people in the pursuit of ambitious goals. One needs to share and enjoy this entrepreneurial spirit to – one day – manage a subsidiary or company of the LVMH group.Strive to be the best in all we do Last but not least is our ambition to be the best. In each company, executive teams strive to constantly improve, never be complacent, always try to broaden our skills, improve the quality of our work, and come up with new ideas. The Group encourages this spirit, this thirst for progress, among all of its associates. Code of Conduct In 2010, to provide a set of simple principles and behaviours that should guide the Group and each of us in the everyday conduct of business, LVMH officially adopted a Code of Conduct.LVMH has a global dimension and the world in which we do business is changing at a rapid pace. In the context of this continually evolving business environment, this Code of Conduct constitutes a common benchmark to guide individual initiatives and ensure greater consistency in practices across the Group's companies and geographies. >Code of Conduct (PDF–1 419 Ko) Digital In 2010, the Group also adopted self regulatory on line marketing principles, aligned with the World Federation of Advertisers.

Biography of the Honourable Kathleen Wynne, Minister of Municipal Affairs and Housing

Honourable Kathleen Wy nne, Minister of Municipal Af f airs and Housing Ministry of Municipal Affairs and Housing ABOUT | NEWSROOM | JOB OPPORTUNITIES | CONTACT US You are here > Home > About the Ministry > The Honourable Kathleen Wynne The Honourable Kathleen Wynne Minister of Municipal Affairs and Housing Kathleen Wynne was first elected as the MPP for Don Valley West in October 2003, and is currently serving her third term. On October 20, 2011, Kathleen was appointed Minister of Municipal Affairs and Housing and Minister of Aboriginal Affairs.She has previously served as Minister of Transportation from 2010 to 2011 and Minister of Education from 2006 to 2010. During Kathleen’s tenure as the Minister of Transportation, she secured a new transit expansion plan for Toronto including the Eglinton-Scarborough LRT and oversaw Ontario’s largest highway investments including the Highway 407 East Extension and the Windsor-Essex Parkway. In addition, Kathleen worked t o introduce the Ontario Photo Card for non-drivers.As the Minister of Education, Kathleen led the government's efforts to reduce class sizes in the primary grades, to implement full-day kindergarten and to provide more opportunities for high school students to graduate and reach their full potential. Building on a lifetime of political activity and a career of public service, Kathleen is a knowledgeable and passionate advocate for her community of Don Valley West. She has led citizens groups in a number of grassroots community projects and has played a major role as an organizer and facilitator.She was formerly a Public School Trustee in Toronto. All of this has led to a results-based approach to life, government and community. Kathleen has three children, Chris, Jessie and Maggie, and two granddaughters, Olivia and Claire. Kathleen and her partner Jane have lived in North Toronto for more than twenty-five years. CONTACT US | ACCESSIBILITY | PRIVACY | SITE MAP COPYRIGHT Â © QUEEN'S PRINTER FOR ONTARIO, 2008 | IMPORTANT NOTICE – LAST MODIFIED:TUESDAY, SEPTEMBER 25, 2012 www. mah. gov . on. ca/page7077. aspx 1/1

Human Traffricking Essay Example | Topics and Well Written Essays - 250 words

Human Traffricking - Essay Example the trafficker; it is easier for traffickers sell the victims, if the victims trust them before knowing their real identity (â€Å"Nature and Extent†, 2012). According to the law enforcement agencies in the United States, there are more female victims, as compared to male victims. The victims are then forced into prostitution, labor and domestic services. There are many ways in which the USA and other countries are combating sex and human trafficking. The first way is making strict laws for those who are involved in this business and making sure that these laws are implemented. Moreover, countries where human and sex trafficking is a criminal offense, they carry out awareness programs for both male and females, to make them aware about how they should protect themselves, from being recruited. An example of such a program is Polaris project, which is a hotline where people who have been the victims or are going through this process, can call and record their experience (Whitten, 2014). Whitten, S. (2014). Finding strength within: a look at Phoenix’s efforts to help sex-trafficking victims. Retrieved 17 June 2014, from

Food & Health In Hamilton County, Ohio Essay Example | Topics and Well Written Essays - 750 words

Food & Health In Hamilton County, Ohio - Essay Example Among the various necessary measures required to tackle this problem, one of the important measure required to neutralize the problem of food hardships in Cincinnati is emphasizing on the nutritional programs made by the government so that the people of all levels receive nutritious food at feasible prices. Nutrition education is an important way to encourage healthy eating, build good lifelong habits, and combat the country’s childhood obesity epidemic and the food crisis problems. Various nutritional programs have been adapted by government to reduce the harsh effects of the food crisis in the city. The Nutrition Council of Greater Cincinnati endow with nutrition education for after school programs at the Norwood Community Learning Centers. The Nutrition Council executes a fitness and nutrition program called the Flying Pigs Marathon, designed in order to help children remain active, eat well, and learn (Providing Nutrition Education, n.d). A healthful diet on a regular basis can be afforded from a mainstream grocer who sells an assortment of healthful and fresh foods such as produce, dairy, and meats at affordable prices. A large section of the society depends on the fringe food diet which is very unhealthy (Food & Health in Hamilton County, Ohio, 2011, p.4). The Ohio Food Assistance Program (Federally known as Supplemental Nutrition Assistance Program, SNAP) is basically structured in order to raise nutritional levels, expand buying power, and to preserve the health and well being of individuals in low-income households in Ohio. A household may consist of an individual or a group of individuals living together and usually purchase, arrange, and eat their food together (Ohio Food Assistance Program). Nominal eligibility criteria are required to fulfill by the residents in order to get the benefits (Food & Health in Hamilton County, Ohio, 2011, p.4). The SNAP programs have benefited the people to a large extent. However some faults are identified

Hospitality - chinese student palcement Dissertation

Hospitality - chinese student palcement - Dissertation Example One of the initial steps in building a strong foundation for an organization is through recruiting competent and reliable individuals who could perform well as individuals while lining their outputs with the goals of the organization. Without a shadow of a doubt, this is something every organization should find highly relevant to ensure their continued success and capability to compete in the market. It goes without saying that no organization ever attained their level of success by relying on employees with substandard skills and performance; nor did any of them manage to stay competitive by hiring employees unable to maintain a consistent level of output. This being the case, it would be instinctual – practically second nature – for organizations to go for those applicants who exhibit the greatest skill and/or potential, or to train them to achieve an ideal level of competence. Organizations that fail to do this should themselves prepare to fail. It is important to no te that employers are able to pick out individuals with high potential out of a pool of applicants. Thus, several recruitment practices are followed by employers. In certain cases where an employer has biases, Chinese applicants often have lowered chances of getting enlisted. With the growing need for highly capable individuals, employers have narrowed their eyes into spotting well-rounded applicants who could fill the needs of the organization (Bloch, 1994). This has become a major issue especially for individuals who belong in the minority, who in this case are the Chinese graduates. This gave rise to various forms of discrimination in the recruitment practices of employers (Bloch, 1994). Acquiring highly capable individuals are not the only problem of an employer; employee retention has also become one of the greatest problems among organizations. In the broad sense, employee retention refers to the effort of the employer to retain present employees in their workplace (Carsen, 20 05). Employers are faced with the challenge to minimize employee turnover. Typically, this is done through hiring and training practices along with efforts to increase employee job satisfaction (Connell and Phillips, 2003). Additionally, organizations that were able to hire highly competent employees value the capabilities of such employees, since they are able to perform well while attaining both their professional goals and the objectives of the organization (Connell and Phillips, 2003). Thus, losing such effective individuals could lead to poorer workforce performance. It has become a great challenge for Chinese graduates to look valuable in the eyes of the employer. To achieve this, Chinese individuals must be trained well especially through their educational backgrounds. The Advanced Placement program is a great opportunity for Chinese students to learn the operations and processes that occur in their chosen disciplines, which in this case is the hospitality business. There is a need to identify the weaknesses of Chinese students in order to address their issues through various training programs especially the Advanced Placement program. Moreover, in order for Chinese employees to be of value to their organization, they must be well-prepared so that they could perform productively, effectively and efficiently. It is very important for Chinese students to have a solid educational background that would equip them with the skills needed to perform well in the Hotel industry. Research Objectives This study aims to

Mobile Banking Factors why consumers are resisitng the new technology Essay

Mobile Banking Factors why consumers are resisitng the new technology - Essay Example Hence, better technology will lead to quicker and more enjoyable mobile transactions. This report focuses on the customer response to mobile banking in California, US. Through one-on-one interviews with 100 young consumers (ages ranging from 15 to 25 years old) the nature of consumer resistance to mobile banking is explored and explained. This strategic report also offers a hopeful examination of the future prospects of mobile phone banking applications in California. Mobile banking represents a daring and emerging innovation with currently relatively low usage rates among American consumers. However, this segment is expected to have a high usage rates in the future with the implementation of improved features by the service providers. The first applications of mobile banking were implemented in the mid-nineties which enabled bank customers to make payments and request account balances via mobile phone as an SMS service. However, compared to Internet banking in developed countries, mobile banking adoption rates in developed and developing countries have been rather low and slow. When mobile phone banking was first launched in the US market in mid-2002, the US consumers had a lukewarm response to the new technology during that time. Only a few percentage of the customers were open to mobile phone banking. ... 9.2.1. Mobile Banking Questions 14 List of Tables 1. Introduction Mobile banking represents a daring and emerging innovation with currently relatively low usage rates among American consumers. However, this segment is expected to have a high usage rates in the future with the implementation of improved features by the service providers. The first applications of mobile banking were implemented in the mid-nineties which enabled bank customers to make payments and request account balances via mobile phone as an SMS service. However, compared to Internet banking in developed countries, mobile banking adoption rates in developed and developing countries have been rather low and slow. When mobile phone banking was first launched in the US market in mid-2002, the US consumers had a lukewarm response to the new technology during that time. Only a few percentage of the customers were open to mobile phone banking. Approximately, only 4% of US online consumers with a mobile phone use a feature of mobile banking. Another 5% of the consumers were interested, however, the remaining 72% of the customers were not interested at all. (Meyer, Thomas, 2007) 1.1. Background of the StudyMobile phone banking did not have a great beginning in the US banking market. For instance, the Wells Fargo shut down its mobile phone banking offering in 2002 give a skeptic response from the bank customers. In addition, Forrester Research found out that only 10% of American consumers indicated that they would consider mobile banking, versus the 35% or so who already bank online. The customer resistance for mobile phone banking has been persistent. A common reason for this is that the bank customers are conservative and security conscious with respect to their money. These

International HR Management Essay Example | Topics and Well Written Essays - 3000 words

International HR Management - Essay Example International human resource management builds on the tenets of human resource management by having a consideration on what the human resource concepts mean in different nations of the world. This has been necessitated by the fact that as companies and organizations become international in nature, the issues touching on national culture, institutions and systems can hinder a seamless or functioning human resource and employment relations that are present across the national boundaries (Edwards and Rees 2006, p.45). Therefore, it can be stated that the need for people involved in human resource management to adopt an increasingly international approach cannot be gainsaid. This is important not just to people involved in the big multinational enterprises but also to those running small and medium-sized enterprises that are present across national boundaries. ... India In 2009, India had the second largest population in the world with a population of 1.2 billion and it is the tenth largest economy world-wide in terms of the Gross Development Product (GDP) with the fourth largest purchasing power parity (Kohli and Singh 2013, p. 189). According to the International Monetary Fund (IMF), India is ranked at number 141 in terms of per-capita- revenue basis based on the GDP and 130 in purchasing power parity in the year 2012. Being the third largest economy in the world when measured in terms of the purchasing power parity, India is a preferred destination for foreign direct investment (FDI) attracting inflows of U.S. $ 36.5 billion in the year 2011 alone. Soon after independence in 1947, India’s economy was based on both features of capitalism and socialism that entailed interventionist policies and other policies aimed at substituting imports that was to blame for the corruption and failure in the implementation of the policies. However, f rom 1991 India’s economy has been based on liberal and free-market economy policies that have led to the increases in per-capita incomes of India. It is important to note that the taker-off of the economy of India has been largely due to the infrastructural projects taken by successive regimes since 1991. The labour force in India is made of about 500 million people employed in the major industries such as agriculture made up of 52%, industries taking up 14% and services made up of 34% of those employed according to the estimates in 2009. Most Indians are employed in the major industries mainly in textiles, chemicals, food processing, cement, mining and petroleum while

News of the week (responses) Assignment Example | Topics and Well Written Essays - 250 words

News of the week (responses) - Assignment Example On top of that I have also seen people who are mentally ill because of marijuana. Although I like the point where he says that comparing alcohol with marijuana is setting the bar too low. This is because I have seen people who alcohol has ruined their families completely and some of them have died. In connection to this, marijuana should be considered as lethal as any poison. Opinion. For a long time the Taliban militia group have caused instability in Afghanistan. I believe the government is in the right direction, by trying to achieve an alternative solution to the problem. Although, it is not good to encourage negations with militia group unless in extreme situations. In connection to this, it is important that a permanent solution be found to resolve the issue. Ahmed, Munir. â€Å"Pakistani officials hold direct talks with Taliban†. Chicago Sun –Times March 26, 2014. Web. 31 March, 2014. Hamn, Trent. â€Å"4 Ways to Lower Your Home Energy Bill This Spring† March 25, 2014. Web. 31 March, 2014.

Inside Islam notes Essay Example for Free

Inside Islam notes Essay

The Las Vegas Hotel And Casino Industry Tourism Essay

The Las Vegas Hotel And Casino Industry Tourism Essay Commercial Casino Industry has been occurring in United States over 75 years since Nevada legalizing it. When Chef Wolfgang initiated to out fine dining restaurant in commercial casino, this is the beginning of food and beverage revolution in industry in 1992. In 1995, American Gaming Association was created. MGM Mirage acquired Mandalay Resort Group, Harrahs Entertainment Inc. and Caesar Entertainment in 2005 and the commercial casino industry started booming and other states started legalize opening casinos since then. The international gaming industry is expanding. Many U.S. casino companies expanded or planned to expand to other countries such as Macao, Korea, Taiwan and Singapore. The international casino industry tends to have rapidly growth as gross gaming revenue in Macao has been more than gross gaming revenue in Las Vegas strip since 2006. Know your enemy and know yourself, and in a hundred battles you will never be defeated. (Sun Tzus The Art of War Writings). This Chinese wisdom of warfare probably helps companies deploy a better strategy in many business situations. The MGM Mirage Inc. is the largest company in the Hotel and Casio industry by revenue in the U.S., but MGM financial statement showed that company bottom-line in debt. The company was facing bankruptcy code in the early 2010. In this project, the report had been organized and presented MGM Mirage Inc. or MGM Resorts International in 4W framework: (1) Who are we? (Company profile, Hotel and Casino industry profile), (2) Where are we? (Sophisticated tools in Management, Technology, Marketing, Financial and Accounting were used to analyze the company position with competitor in the industry.), (3)What are problems? (SWOT analysis) and (4) What are solutions? Who are we? : Know yourself MGM History The Beginning of Las Vegas Race: 2005: MGM Merged Mandalay Bay Group. MGM Profile in 2009 Organization Structure Company Strategy The MGM Mirage Inc. strategy is to generate sustainable, profitable growth by creating and maintaining competitive advantages and through the execution of our business plan, which is focused on: Owning, developing, operating and strategically investing in a strong portfolio of resorts; Operating our resorts in a manner that emphasizes the delivery of excellent customer service with the goal of maximizing revenue and profit; and Leveraging our strong brands and taking advantage of significant management experience and expertise. (Source: MGM Mirage 2010 Form 10-K) Current Operation As of 2009, the MGM Mirage reported that the company has completed control of 14 casino resorts and hold 50% of investment in 5 casino resorts. In addition, the MGM Mirage also owned 3 golf courses in Las Vegas, Mississippi and California.(Source: MGM Mirage 2010 Form 10-K) Casio Resort ( Completely owned) Nevada MGM Grand Las Vegas Mandalay Bay The Mirage Excalibur Monte Carlo Railroad Pass, Henderson Gold Strike, Jean Luxor Bellagio New York New York Circus Circus Las Vegas Other MGM Grand Detroit Beau Rivage , Biloxi, Mississippi Gold Strike Tunica ,Mississippi Casio Resort ( hold 50% in stock) Nevada City Center (Joint Venture with Dubai World) Circus Circus Reno Siler Legacy Other Borgata, Atlantic City, NJ Gran Victoia , Elgin, IL MGM Grand Macau, China Industry Analysis Industry Analysis process is an essential assessment tools for every company to deeply understand industry current trends and opportunities. In fact, company will gain a better position and achieve a competitive advantage when it truly understanding marketplace. In the complex marketplace, the U.S. government is categorized industry with 4-digits Standard Industrial Classification (SIC) system. In addition to SIC, the North American Industry Classification System (NAICS) is a new standard for the industry. The NAICS with 6-digits code contains more details than the SIC system. The purpose of SIC and NAICS are economy analysis. The MGM Mirage Inc. has been classified with SIC into three major categories: Hotels and Motels (SIC 7011), Coin-Operated Amusement Devices (SIC 7993) and Amusement and Recreation Services, Not Elsewhere Classified (SIC 7999). In addition, the MGM Mirage inc. also has been classified with NAICS into two categories: All Other Amusement and Recreation Industries and Hotels (except Casino Hotels) (713990) and Motels (721110). To thoroughly understand MGM Mirage Inc. marketplace, the hotel industry and casino industry had been analyzed. Hotels and Motels Industry (SIC 7011) The U.S. government defined a company in Hotels and Motels Industry as Commercial establishments, known to the public as hotels, motor hotels, motels, or tourist courts, primarily engaged in providing lodging, or lodging and meals, for the general public. Hotels which are operated by membership organizations and open to the general public are included in this industry. Hotels operated by organizations for their members only are classified in Industry 7041. Apartment hotels are classified in Real Estate, Industry 6513; rooming and boarding houses are classified in Industry 7021; and sporting and recreational camps are classified in Industry 7032. Recession impacts hotel industry In May 2010, Standard Poors industry report stated the hotel industry is still in an unstable condition. The industry will require a longer period to recover from the 2008 recession. Currently, the industry is operating in a difficult situation. The hotel industry is facing drastic competition that forces hotel businesses to lower room rates, which in turn results in lower profit. Figure 1: Hotel Industry Fact Sheet 2001 Forecast 2011 The data from Smith Travel Research (STR) Inc. indicated that on average the hotel industry has lost its Revenue Per Available Room (RevPAR) since 2008. The 2008 recession has also brought the hotel occupancy rate down from 60% to 55%. In addition, average daily roommate also dropped significantly 8.8% in 2009. Moreover, room demand dropped 6% in 2009. In contrast, the supply of rooms rose 3.2% in 2009 (refer to figure1). While the U.S. government is making their way out from 2008 recession, SPs forecasted that the hotel industry will not return to the same pre-recession level for the next eight to ten years. Figure 2: Percent Change in Room Supply and Demand in the U.S. from 1989 April 2009 Real GDP helps the hotel industry in predicting room demand In the hotel industry, a high accuracy in room demand elasticity estimation provides CEO with essential information for a long term planning and deploying strategies. In 2009, the research by Dr. Hanson from Global Hospitality Group Hospitality Lawyers shows approximately a 1-to-1 relationship that holds between the U.S. Real GDP and room demand until the 2001 economic crisis. The real Gross Domestic Product (GDP) is the total output of goods and services produced in a country and adjusted for priced change. The demand is more elastic when the greater the proportion of income spent on the good. After the 2001 recession, the demand retract and continue to grow in a slower pace when compare with the real GDP. The GDP is increasing 4 times faster than the room demand does. The 5 factors that researcher believes that might have an influence GDP and room demand relationship are: Long-term deterioration in consumer confidence, Higher consumer saving rate, consumers trying to recover lost investment, new pattern of behavior and proposed levels of tax increase affecting disposable income. Moreover, in the 2008 recession, the researcher also believes that the recession might create an additional snap back for room demand. Figure 3: The relationship between GDP and Room Demand U.S. Business and group travel The hotel industry profitability can be influenced by a demand from business travel. According to a member survey, the Association of Corporate Travel Executives (ACTE) reports hotel expense represents, on average, 40% of all business travel expense. In addition, American Express stated that airfare will increase from 2% to 10% in 2011, and hotel rates will increase 1% to 10% (Paurowski, 2010). The survey also indicated that 35% of its member strongly considered optimizing hotel expense in 2011 and 50% of its member expressed concern regard increasing in expenses. Passenger Name Record (PNR) in Computer Reservation System (CRS) showed that cooperate travelers have shifted booking methods from Travel Management Companies (TMCs) to Online Travel Agency (OTA). In fact, 30% of its members stated that online hotel rates offered are lower than negotiated rates. The complementary items that are preferred by the majority corporate travelers are: complementary cocktails, free WiFi-internet ac cess and comfort. In conclusion, the demand for business and group travel will likely be for cheaper rooms at lower rates with free complementary. (Michael Boult, 2010). Domestic and international travelers Shifts in airline schedules and passenger booking have a direct impact on hotel occupancy. According to the data from Air Transport Association (ATA) 2010 annual report, the static in figure 3 shows that domestic capacity had a declining trend since 2000, and the data also showed that passenger enplaned has dropped significantly from 743 million passengers in 2008 to 703 million in 2009 reflecting a 5.3% decrease of airline industry capacity. In fact, profit margin in the airline industry has been on the negative side. Airliners cut back routes and canceled destinations. For international travelers, The U.S. Department of Commerce (DOC) and Office of Travel and Tourism Industries (OTTI) expect the industry growth in 2010 and gradual increase to approximately 6-9% through 2015. Five countries, excluding Canada and Mexico, that rank highest in number of visitors to the U.S. in 2010 by volume are: China (40%), Brazil (35%), Korea (35%), Hong Kong (27%), New Zealand (24%) and Australia (19%). A weakening in U.S. currency helps the hotel industry by stimulating the demand from international travelers. Figure 3: Domestic Demand Trend, Profitability among Airline, Passenger Yield Trend Medical tourism -a little hope for the hotel industry In the economic downturn, hotel industry needs a stimulant plan to boot-up its occupancy rate. In 2009, Reuters Health section provided some interesting facts about medical tourism in the U.S. The report indicated that U.S. health providers have lost 650,000 patients to hospital oversea such as Thailand, India, and Singapore. In addition, the health providers are predicted to lose as much as $67.7 billion in revenue in 2010. Oscar Goodman, Mayor of Las Vegas, foresee the opportunity for the hotel industry in Las Vegas. Mayor encourages a local business to support the idea of medial tourism. The medical tourism will be an alternative business in the area, the national public radio reported. Casio Industry Casinos are the largest revenue generator in the gambling industry. The industry provided approximately 350,000 jobs in the U.S. market. The American Gaming Association and the National Indian Gaming Association (NIGA) are the main organizations in the U.S. casino industry. The AGA encourages its members and their employee to be aligned with updated law and regulations. Moreover, AGA is a realizable source for a gaming industry providing gaming history, educational program, and statistic data on the Casino industry. In addition, the NIGA under the Indian Gaming Regulatory Act has provided Native Americans opportunities to legally run casinos. U.S. casino trends The casino industry has been hard-hit by the recession. According to the United States department of labor, the Mass Layoff statistics (MLS) program showed that the hotel-casino industry eliminated 13,000 jobs in 2008 (Labor, 2010). The revenue trend in the casino industry has been on a downturn for the last two consecutive years. The SP expected a slow recovery from the casino industry. Las Vegas, Nevada As of 2009, the American Gaming Association reported that Las Vegas with $5.55 billion in revenue was a dominant U.S. market. According to Las Vegas Convention and Visitors Authority (LVCVA), the statistic in figure 5 showed a 2.4% increase in the number of visitors from 2009. The Las Vegas Strip gaming revenue was increased by 4.3%, but the downtown area gaming revenue was decreased by -7.3% from 2009. In 2009, the 14% unemployment rate in the state Nevada plummeted the economic trail. On a carryover impact from the economic crisis in 2008, the number of attendees at conventions, and a number of scheduled conventions and number of meetings held remained on the decline with decreases of -1.1% and -6.7% respectively. According to the Las Vegas Visitor Profile, Market Segment reported by LVCVA (2009) that 76% of Casino guests were most likely to be traveling in a party of two and average stay in Las Vegas is 4 nights. Casino guests on LVCVA survey stated that 87% of visitors called the hotel-casino directly to book their accommodation. In 2010, SPs industry report estimated casino revenue on the Strip to be 35%-45% of total revenues, and the revenue from hotel rooms was 20-30% of the total revenue. A total enplaned and deplaned air passenger continued to decline. The number of air travelers accounts for 42% of all visitors. (LVCVA visitor profile: ir visitor version). The SPs report indicated strong growth from Las Vegas. Figure 4: U.S. Casino Industry Gaming Revenue Figure 5: Las Vegas Convention and Visitor Authority (LVCVA) : Executive Summary Atlantic City, New Jersey The Atlantic City is a second large of the U.S. casino marketplace. The static in figure 4 shows that casinos in the area have been losing revenue -5.7%, -7.6% and 13.2% in three consecutive years. According to SP, casinos in Atlantic City are facing heavily competition from New York and Pennsylvania. Macau, China: New Era of Asia Gold rush Macau is a special administrative region of China. The CIA The World Factbook reported that, in 2006, Macaus gaming revenue surpassed that of the Las Vegas strip, and gaming-related taxes accounted for more than 70% of total government revenue. The Macau market attracted many casino operators from Las Vegas to come and establish a new home-based outside the U.S. In 2010, the profit in Macau market increased 9.7% in revenue from its loss in 2009. The gaming industry in Macau was expected to rise, but, SP reported a concern about the room surplus of 40% in 2011 and 2012. In the long-term, SP still believes that the Macau gaming industry will generate a significant profit for China. Singapore: A hidden dragon Singapore is the one of the most strategic locations in South-East Asia. According to Economy Watch and World Bank, Singapore is considered to be a very attractive country for new business. Sources in the Wall Street Journal on October 7, 2010 reported that the Marina Bay Sands project is a 8-billion dollar casino in Singapore, known to be the cleanest city in the world. The casino includes three 50-story structure with approximately 2,500 rooms; a casino, retail stores, dining and 800,000 square feet entertainment complex. The SP 2010 industry report predicted that the top five markets for Singapore casinos are: Indonesia, China, Australia, India and Malaysia. In addition, the Marina Bay Sands should have no effect on Macau market because the hotel presents a more family-orientated appeal. Legal and Regulation Internet/Online gambling Online gambling is illegal in the U.S. as of November, 2010. Internet Gambling Regulation, Consumer Protection, and Enforcement Act (H.R. 2266)  was introduced to congress in May 2009 by Frank, Barney  (Rep). The bill is aimed to Unlawful Internet Gambling Enforcement Act of 2006, which prohibits internet gambling operators from receiving money related to any online gambling that violates State or Federal law (Frank, 2010). Online gambling is also on a serious debate among AGA members regarding a safety and government regulation. The concerns regarding an online gambling are a security technology such as firewall to protect million online users. Summary Key Fact from Industry Analysis Room demand dropped because economic recession. Occupancy rate dropped because dropped in demand and increasing room surplus. Real GDP could be used as atool for the hotel industry to future demand. Business Travel booking trends changed from Travel agency to online travel agency. China is a number one inbound visitor by volume from oversea. Medical tourism could be an alternative route for simulating demand. Gaming on Las Vegas Strip continues generating profit. Atlantic City market for casino is not pleasant after loss in profit of 3 consecutive years. Macau is growing and generated more revenue than Las Vegas Strip. Singapore could be a new growing casino market in South-East Asia. Legalize an online gambling is an ongoing process. Casino Market: Oligopoly Market Competition In 2009, the casinos industry had revenue in total of $US 21.8 billion. To determine an economic competitive type of market in the industry, the company uses a four-firm concentration ratio as the indicator. The ratio is the percentage of total industry sales made by the four largest firms (Fig. 4). The four-firm ratio for the casinos industry is approximately 70%, which had created an oligopoly form of market competition. In oligopoly, one firm decision can have a direct influence on demand, price, and profit of competitor in the industry. Figure 5: Companies in the casino industry by revenue Furthermore, external assessment of the industry is a critical process for management in decision making. The Porters Five-Forces Model, competitive analysis tool, has been utilized for in-depth industry analysis. The model analysis is provided five perspectives in assessing the industry: Rivalry among competing firms, Potential entry of new competitor, Potential development of substitute products, Bargaining power of suppliers, and Bargaining power of consumers. Porters Five-Forces Model Analysis Rivalry among existing competitors: MGM : Rivalry among existing competitors : HIGH Same-size competitors High exit barrier Indifferent in product and service among competitors Table x: Threat of existing competitors The competitive atmosphere in hotel industry is high.   There are a lot of competitors in industry.   Furthermore, it seems that competitors compete in same dimension because in commercial casino industry, customers are not much diverse. Therefore, players in this industry found it hard to target different customers with different needs   Ã‚  Ã‚  Ã‚  Ã‚   There are a lot of competitors with equal power and size.   Ã‚  Ã‚  Ã‚  Ã‚   Exit barrier in commercial casino industry is high because a company invests huge amount of money, especially, building cost. Even a company wants to exit from the industry, sometimes it force to stay in because exit costs are high.   Ã‚  Ã‚  Ã‚  Ã‚   Product and service in commercial casino industry are identical. Moreover, there is no switching cost for buyers. Thus, competitor might cut price to attract buyers.   Ã‚  Ã‚  Ã‚  Ã‚   Fixed costs are high. In order to compete in hotel industry, a casino manager adopts revenue management. The process allows buyers to stay in same type of room in different price. Even a hotels products and service are not rapidly become outdated but competitive atmosphere in commercial casino industry is hot, therefore, companies cannot make high profit from this industry. Threat of new entrants: The threat of new entrants for hotel and motels industry is low. The industry has significant barriers to entry which include: MGM : Threat of new entrants : LOW Supply-side economies of scale Demand-side benefits of scale Customers switching costs Capital requirements Restrictive government policy Position advantages independent of size Unequal access to distribution channels Table x: Threat of new entrants Supply-side economies of scale:   In commercial casino industry these economies hardly appear. Even a company built more rooms or more recreations in its casino, these economies will not appear. Moreover, the company has to carry more cost, more maintenance cost and more employees cost. Demand-side benefits of scale (network effects): These benefits occur when the numbers of buyer patronize the company. However, these benefits might not occur in commercial casino industry. In commercial casino industry, a company will find advantages in location, facilities and characteristics of personal working in direct contract with customers. Therefore, having a lot of customers patronize a company will not provide huge demand-side benefits of scale. Customers switching costs: In commercial casino industry, when customers purchase service from a casino, it is one time use. Therefore, there is no switching cost. Capital requirements: In order to enter commercial casino industry, a company needs to finance huge budget and the industry return is not attractive. Thus this industry has high barrier. Position advantages independent of size: These advantages are not depends on a companys size, incumbents can have competitive advantages that not available to competitors. These advantages in commercial casino industry can stem from locations, brand identities and service. Unequal access to distribution channels: It is not hard to establish or find distribution channels in commercial casino industry. A company could use agents or let customer books rooms via its websites. Restrictive government policy: There might be some restriction related to commercial industry such in some area government do not allow a company to build a building that higher than 2 floors or in some countries, a company has to has citizens hold more than half of a companys shares to operate in that country. In U.S., commercial casino industry is the most regulated and monitored industry. The threat of substitutes: MGM : Threat of substitutes : HIGH Competitor Table x: Threat of substitutes There are some substitutes for commercial casino such as hostels, apartments or houses. Customers can stay in hostel, apartment or houses and go to gaming or using recreation facilities at casinos. If buyers concern convenience, they might prefer casino. Because they will have maids clean their room and casinos always locate in a convenience location. If buyers concerns price, they might stay in hostel. However, if buyers concern privacy, they might prefer house.   Ã‚  Ã‚  Ã‚  Ã‚   There is no cost of switching to substitute. Buyers can change to substitutes anytime if they would like. Hostels, apartments and house can be substitutes for casinos. They perform similar products and service to casinos, if you concern only hospitality part. However, there are some differences which made substitutes have huge different from hotels. Buyers have to determine trade-off between hotels and substitutes. In this industry, the threat of substitutes is not high because substitutes have too many differences in facilities and service from casinos. Thus, industrys profitability is not suffered from substitutes. The power of suppliers: If suppliers have power over a company, suppliers might set its price higher, limit quality of service and shift its cost to other parties. In commercial casino industry, a company uses wide range of different suppliers such as supplier for construction, supplier for food and beverages and supplier for hotel equipment. There is almost no monopoly in hotel suppliers. Moreover, only a few supplies that have switching cost such as securities equipment and suppliers did not differentiate their products. The company has to differentiate itself by choosing good location, providing well-maintenance facilities and providing supreme service. Furthermore, the company can easily find substitute suppliers. Therefore, the power of suppliers in commercial casino industry is low. The power of buyers: MGM : The Power of Buyer : Table x: The power of buyer   Ã‚  Ã‚  Ã‚  Ã‚   There are various customers in commercial casino industry. However, there are some buyers that have ability to negotiate such as group tour.   Ã‚  Ã‚  Ã‚  Ã‚   Products and service in commercial casino industry are not much different. If customers find that a hotel that they always stay in is full, they have to stay in other hotel. They have to purchase products and service in some hotel anyway.   Ã‚  Ã‚  Ã‚  Ã‚   Buyers have no switch cost. If buyers want to change from a hotel to a hotel, they can just check-in to another hotel without any switching cost.   Ã‚  Ã‚  Ã‚  Ã‚   Buyers cannot produce industrys product if buyers found that a hotel is too profitable. Buyers can switch to other hotels but they cannot produce it by their selves.   Ã‚  Ã‚  Ã‚  Ã‚   In commercial casino industry, buyers do not stick with brands. Buyers might concerns about quality of product and service. If they find another casino that cheaper but quality and facility are same, they will switch to another casino. In sum, in commercial casino industry, buyers are relatively price sensitive. From analysis given above, buyers in commercial casino industry have high power and seem to be price sensitive. They can press companies to lower their price and can ask for more quality and service. Financial and Accounting Analysis The financial information was published annually to external and internal users. MGM Mirage Inc. financial statements had been analyzed using financial ratio analysis and information in management discussion. The median number of industry ratio in 2009 is used in this report. By the nature of hotel business, MGM contains a high fix-cost in normal business operation and profits are driven by tourism and business travel demand. MGM requires a large capital to run its hotels and casinos. In 2010, MGM is in process of development a City Center, a capital intensive driven project. The delayed of City Center project has enormous impact on MGM financial statement. Liquidity and Financial Position Liquidity Ratios Industry 2009 2008 2007 2006 2005 Current Ratio 1.1 1.28 0.51 0.68 0.92 0.66 Quick Ratio 0.8 1.02 0.2 0.48 0.5 0.48 Credit Risk: Facing Bankruptcy As of December 31, 2009, MGM is in a weak financial position because of its indebtedness. MGM with credit rating of CCC+ operated the business with 39% on the long-term debt. The management team declared unpleasant statement about the $1.1 billion senior credit facility debt which might be defaulted on maturity date in 2010. The management suggests that MGM must extent the payback period by negotiating with their creditors. Also, management has predicted that future revenue from operation and tax refunds would help reducing MGM debt. The current and quick ratio indicated that MGM has had insufficient fund to operate its casino since 2005. With the ratio less than 1 and below the industry average in both current ratio and quick ratio, MGM has been operated on the line of bankruptcy if the company defaults on its debt. Revenue base and mix MGM primary source of revenue came from Las Vegas Strip. As December 31, 2009, the majority of MGM revenue came from three sources: casino (44%), hotel room (23%), and food beverage (23%). Casino revenue dropped 12% from 2008 and it had been on decline trends since 2007. In 2009 MGM financial statement, revenue from casino had been divided into three sub-categories: Table games (36% of total casino revenue), Slots (60% of total casino revenue), and Other revenue. The table game revenue decreased 11%, even though there is 33% increases in demand for baccarat. Sustainability of revenues and earning As of December 2009, MGM **Reasonable Analysis *focus on MDA *Risk and Factor * Note Analyzing financial statement Accounting item to review Cash Flow Profitability ratios MGM profitability ratios are negative in 2010 and 2009 for some ratios. ROA in both 2009 and 2010 are negative. We can break ROA to net profit margin multiply total assets turnover to deepen our analyzing.   Assets turnover ratio shows MGMs ability to use assets generate revenues. MGMs assets turnover ratio decreases from 2007 to 2009. Even this ratio does not decrease much during 3 year period, it made ROA go down. The main factor that has impact on ROA is net profit margin. The MGM has very low net profit margin since 2008. MGMs bad signal shows since 2008. After its net profit margin ratio plunge to -11.86% in 2008 and -21.61% in 2009 which a major factor lowing ROA. From analyzing ROA, we can see that MGM has a problem with maintaining its profit margin. MGMs revenues in 2008 are not much different from 2007, however, MGM cannot control operating expenses, operating expenses in 2007 exceeds revenues. In 2009 MGM revenues decreases by 17%, further, MGMs ability to control its op erating expense decreased. MGMs operating expenses in 2009 is 114.65% from revenues. The major increase in operating expenses in 2008 and 2009 is property transactions. MGMs ability to fulfill its short term obligation is getting better in 2009. Both quick and current ratios go up. The reason both quick and current ratios increase because in 2009 MGM carries more cash. However, MGM debt management ratios worsen. Long term debt to equity ratio increases from 2007 to 2009 results increase in total debt to equity ratio. These ratio shows MGM has larger portion of debt compare to equity. Even MGM carries more long term debt recently; MGM has interest coverage ratio high enough to pay back its interest. But this ratio trend increase in recent year. Hotel operating statistics Asset values Balance sheet ratios Book Value Off-balance-sheet commitments or liabilities Valuation measures Leverage ratios Debt Management 2009 2008 2007 2006 2005 LT Debt to Equity 3.35 3.12 1.84 3.38 3.82 Industry Ratio Total Debt to Equity 3.63 3.39 1.84 3.38 3.82 Industry Ratio Interest Coverage 1.66 2.06 1.95 1.93 Industry Ratio Activity ratios Asset Management 2009 2008 2007 2006

Lessons Learned :: Personal Narrative Friendship Essays

Lessons Learned â€Å"Hey hun, how did ya sleep?† my husband Max said as he gave me a quick peck on the cheek. â€Å"Fine. What time is your meeting?† I asked â€Å"The Board is meeting at noon and then I have another briefing at 2.† He took a sip of his orange juice and asked, â€Å"What do you have planned for today?† â€Å"Well... ya know it’s Lucy’s birthday, I thought I would go see her.† â€Å"Okay I gotta go, try to be home before 5. We’ll go out to dinner. Ohh and can you pick Emily up from school at 4, I won’t be able to,† he said as he tightened his tie, grabbed his briefcase and then vanished through the kitchen door, not waiting for my reply. I went upstairs to change out of my pajamas. I grabbed a faded pair of jeans and pulled my sun-streaked hair into a loose ponytail. I grabbed the gift that I had bought for Lucy and headed out the front door. In a few minutes I was heading away from my sub-division and steering my Lincoln Navigator onto the expressway. I let my mind drift upon thoughts of my best friend. Lucy White and I had been best friends since the day we met in kindergarten. She caught my eye while standing in the corner crying for her mom. I wanted to cry too, but was too afraid. I thought she was pretty cool because she could wear her long stringy blonde hair down, and I had to wear mine tightly pulled back and stiffly braided. I still remember her standing there in her new Jordache jeans and sucking her thumb when I went up to her and said, â€Å"My mom told me that only babies suck their thumbs.† She quickly pulled the drool soaked finger out of her mouth and stopped crying. From then on she was always following my lead. I thought of how I could always convince her to do the things that I knew were wrong but wanted to find out about anyways.

Emily Dickinson Essays -- essays research papers

Emily Dickinson   Ã‚  Ã‚  Ã‚  Ã‚  Emily Elizabeth Dickinson, was born on December 10, 1830 in the small town of Amherst, Massachusetts. Emily was born into a wealthy and well-known family. Living with her father, mother, sister, and brother, Emily went through emotional problems as a child. Her father, Edward Dickinson, was a lawyer, treasurer of Amherst College, and a member of Congress. He was an orthodox Calvinist and he raised his family to be very religious (www.online-literature.com/dickinson). On May 6, 1828, Edward married Emily Norcross (Ferlazzo 11). Emily Norcross was a housewife and she also lived very religiously. She was very depressed for most of her life, which caused distance between her and the rest of her family. The distance with her mother actually caused Emily Dickinson to write that she â€Å"never had a mother† (www.kirjasto.sci.fi/emilydic.htm). On April 16th, 1829 Emily’s brother William Austin was born. Emily and her brother constantly competed with one ano ther because of the fact that they were both poets.. Emily Dickinson’s younger sister, Lavinia Norcross Dickinson, was born on February 28, 1833. Lavinia took the liberty of publishing Emily’s poetry after she passed away. Emily attended school at Amherst Academy and Mount Holyoke Female Seminary (Ferlazzo 11).   Ã‚  Ã‚  Ã‚  Ã‚  1850 was the year that Emily first got her start in poetry writing. Her first poem, â€Å"Sic Transit Gloria Mundi,† was published in the Springfield Republican (Knapp 14). At the end of the Civil War, Emily Dickinson reduced the people she kept in contact with to only those she knew through Amherst. She dressed in nothing but white clothing and became a recluse. It is believed that Emily may have had an affair with Reverend Charles Wadsworth or Samuel Bowels (www.online-literature.com/dickinson/). While Emily was in seclusion, there were many Dickinson family battles being fought (www.kirjasto.sci.fi/emilydic.htm). Emily suffered great emotional troubles during 1861 and it is not known whether she ever fully recovered. Emily contracted Bright’s disease at the age of 54. She died on May 15, 1886. Her poems were published by her sister, Lavinia, and her niece, Martha Dickinson Bianchi (www.kirjasto.sci.fi/emilydic.htm).   Ã‚  Ã‚  Ã‚  Ã‚  The central themes of Emily’s poetry were death, love, faith, power, nature, domesticity,... ...ferent second stanza with seemingly secular views (Ferlazzo 39). In â€Å"This is My Letter to the World,† Dickinson shows her true seclusion from the world by observations and her disappointed love affairs. There were many indications within the poem that would suggest of her despair after her lovers and friends stopped writing, her only means of communication with the outside world (Ferlazzo 125). â€Å"Because I Could Not Stop for Death† and â€Å"I Felt a Funeral in My Brain† show her opposing views of death based upon her parents’ deaths, her father’s peacefully, and her mother’s sudden and harsh. Her religious standpoint lies in â€Å"Because I Could Not Stop for Death,† having the suitor symbolize God (Knapp 92). â€Å"There’s a Certain Slant of Light† exhibits similar views using strongly opposing words to show her contradiction of her views (Ferlazzo 116). â€Å"I Started Early - Took my Dog,† and â₠¬Å"A bird came down the Walk† show how her observations during her isolation gave her two contrasting views of nature and how her childhood and a possible rape affected her writing (Knapp 70-73). In conclusion, Emily Dickinson was a notorious poetess whose deep and heartfelt poetry will forever be remembered.

Essay --

CAPITALISM Capitalism is the result of a process in which economic activities and relationships that carry these mechanisms have been generating increasingly complex operation. PHASES OF CAPITALISM The origins of capitalism Since the sixteenth century, some European countries such as England and the Netherlands favored the development of commercial activities in order to obtain larger quantities of precious metals (gold, silver), it was believed that the wealth of nations depended on Accumulation of these metals. That was called mercantilism. This commercial activity, driven by states, benefited some specific factors of society, bourgeois merchants and bankers, and produced a significant accumulation of equity . In the eighteenth century that capital was invested in the creation of the first industries. This pre-capitalist economic system called mercantile capitalism. Liberal capitalism. In the late eighteenth century, some European countries initiated a technological transformation of the means of production and the organization of production is what is known by the name of industrial revolution. The factory and steam were the symbols of the revolution it established the foundations of capitalism this revolution affected the economy and affected the social or political organization. the two most characteristic features of this capitalism are: 1 -. Factories were small and occupied a small number of workers. The property and capital were, in most cases, family origin. . 2 - this time more vigorously defended the idea of economic freedom at all costs, hence the name of liberal capitalism. Financial Capitalism Took place from 1870 to 1914. Economic growth in this period was linked to the emergence of finance capital , t... ...men, an educational system interfered by vested interests, the division of society into numerous caste groups and social classes (rich and poor political parties football fans etc.), delivery of mass media capitalists in order to install in the population through radio television and other media individualism and Cultural corruption. Capitalism through these known methods to adapt and change over time to perpetuate its domination (colonialism laissez faire, military and economic imperialism, neocolonialism, mixed economy. Multinational corporations, monopolies and oligopolies. merger of companies etc. ..) To counter these methods must be created massive campaigns of alternative cultural diffusion through media such as radio, tele vision, magazines etc.. Should be initiated campaigns and mass movements educating and alerting the public about this type of exploitation

Oilwell Cable Company, Inc.

1. If Norm chooses to go ahead with the microprocessor conversion on the machinery without passing it by the team he runs the risk of having a conflict with the production team. In the past a similar situation had caused significant trouble and Norm did not want to rock the boat for the sake of it. The company structure is such that each team decides on matters pertaining to their area and Norm’s decision to implement the change would definitely cause a stir. The implementation of the microprocessor would cut production time by 1 percent and reduce scrap from the current rate of 1 percent down to one-half percent (Meredith, 227) .The other advantage of implementing the change without the consent of the production team would be that it would get done at a faster pace. The current management structure was such that it took a lot of time and energy on the employees’ part to come to a decision (Meredith, pg 229). 2. If Norm decides to consult the team prior to implementing the change the number one issue will be the time it takes for them to come to a decision. The team is known for taking a really long time to reach any decision (Meredith, pg 229). This decision process uses a lot of the employees’ time and energy which could be utilized in a much better way.The biggest advantage of including the production team in the decision making process for the implementation of the microprocessor would be that Norm would get their buy in. This would be key for the success of the idea. The team dynamics are such that once the team agrees to a change or idea, the implementation is quick (Meredith, pg 229). 3. The approval and implementation of the microprocessor by the production team represents a functional form of project organization. 4. Given the size of the company and the work they did along with the functionalized project organization it does not make sense to have a PMO.Since most of their work is based around the production of cables I see no poi nt in having a PMO. A major contribution of PMOs is to establish project administration procedures for selecting, initializing and planning, budgeting and scheduling projects as well as serve as a repository for reports on the performance of the planning, budgeting, scheduling, and resource allocation processes (Meredith & Mantel, pg 193). The structure of the organization does not require a PMO since decisions are made at the team level and not from a management level hence a PMO is not required. Func†¦

My ans to bullying

Primary and secondary schools children have been or are being bullied in one way or the order, by the time they reach their teens, fewer than half will tell a parent and at the very most, only a third will tell a teacher. Some children may get over an episode of bullying quickly but for others, the damage can go on for years. Children who have been bullied may suffer personality changes, can do poorly at school, may get ill, depressed or sometimes, even kill themselves. Bullying interferes with children's learning, concentration, and desire to go to school.† Bullying can be defined as the ongoing abuse of another person through physical or mental torture. To make matters worse this torture is conducted in the presence of others. The humiliation felt by the victim is hard to understand if you have never been bullied. If it happens over a long period of time it can have devastating effects on a young person’s mental health. There are a whole lot of myths about bullying such as: â€Å"It’s a fact of life†¦ everyone is bullied at some stage† of which to me is false. Bullying, is â€Å"physical or psychological intimidation (that) occurs repeatedly over time to create an ongoing pattern of harassment and abuse,† appears to cut across all the demographics of school size, place, and wealth. Bullies exist in schools big and small, urban and rural, rich and poor. â€Å"Their targets tend to have lasting emotional scars and low self-esteem,† Education Daily reported in October 1998. â€Å"Ten percent of eighth-grade students stay home at least one day a month for fear of another student.† Not only does bullying harm both its intended victims and the perpetrators,† say Limber and Nation, â€Å"it also may affect the climate of schools and, indirectly, the ability of all students to learn to the best of their abilities. Bullying deprives children of their rightful entitlement to go to school in a safe, just, and caring environment. There are many definitions of bullying, but most consider it to be, deliberately hurtful including aggression repeated often over a period of time difficult for victims to defend themselves against.   Bullying can take many forms, but three main types are: physical – hitting, kicking, taking belongings, there are verbal bullying which includes name calling, insulting, making offensive remarks, and Indirect bullying which includes   spreading nasty stories about someone, exclusion from social groups, being made the subject of malicious rumours, sending malicious e mails or text messages on mobile phones. Name calling is the most common direct form. This may be because of individual characteristics, but pupils can be called nasty names because of their ethnic origin, nationality or colour; sexual orientation; or some form of disability. Extent of the Problem: Various reports and studies have established that approximately 15% of students are   either bullied regularly or are initiators of bullying behavior (Olweus, 1993). Direct bullying seems to increase through the elementary years, peak in the middle school/junior high school years, and decline during the high school years. However, while direct physical assault seems to decrease with age, verbal abuse appears to remain constant. School size, racial composition, and school setting (rural, suburban, or urban) do not seem to be distinguishing factors in predicting the occurrence of bullying. Finally, boys engage in bullying behavior and are victims of bullies more frequently than girls. There was bullying in all schools, although a comparison with earlier work indicates a reduction during the 1990s. Although bullying can occur during the journey to or from school, eg extortion or theft of possessions such as mobile phones, most typically it takes place in school. It is more likely where adult surveillance is intermittent. In primary schools, up to three-quarters of bullying takes place in the playground. In secondary schools, it is also most likely outdoors, but classrooms, corridors and toilets are common sites. Both boys and girls bully others. Usually, boys are bullied by boys, but girls are bullied by girls and boys. The most common perpetrators are individual boys or groups of several boys. Children who bully others can come from any kind of family, regardless of social class or cultural background. Usually one pupil starts bullying a victim. There are often other pupils present. These may: help the bully by joining in help the bully by watching, laughing and shouting encouragement remain resolutely uninvolved help the victim directly, tell the bullies to stop, or fetch an adult. Any child can be bullied, and although none of these characteristics can excuse it, certain factors can make bullying more likely: lacking close friends in school being shy an over-protective family environment being from a different racial or ethnic group to the majority being different in some obvious respect – such as stammering having Special Educational Needs or a disability behaving inappropriately, intruding or being a ‘nuisance’ possessing expensive accessories such as mobile phones or computer games . Some victims may behave passively or submissively, signaling to others that they would not retaliate if attacked or insulted. They may benefit from assertiveness training. Others may behave aggressively, sometimes provoking others to retaliate. Some pupils are both bullies and victims; approximately 20% of victims also act as bullies although tending not to direct their aggression towards their own aggressors. They may come from disturbed family backgrounds and are likely to need special help in changing their behavior. Verbal bullying is common amongst boys and girls. Boys experience more physical violence and threats than girls, although physical attacks on girls by other girls are becoming more frequent. Girls tend to use indirect methods which can be more difficult to detect. Being bullied tends to decrease with age probably because older pupils are developing coping skills. In addition, older pupils meet fewer people who are physically stronger than them. However, attitudes to victims tend to become less sympathetic over the age range 8 to 15 years, especially in older boys. Physical bullying declines with age, but indirect bullying increases. The risks of bullying to the victims Victims may be reluctant to attend school and are often absent. They may be more anxious and insecure than others, having fewer friends and often feeling unhappy and lonely. Victims can suffer from low self-esteem and negative self-image, looking upon themselves as failures – feeling stupid, ashamed and unattractive.   Victims may present a variety of symptoms to health professionals, including fits, faints, vomiting, limb pains, paralysis, hyperventilation, visual symptoms, headaches, stomach aches, bed wetting, sleeping difficulties and sadness. Being bullied may lead to depression or, in the most serious cases, attempted suicide. It may lead to anxiety, depression, loneliness and lack of trust in adult life. Pupils’ attitudes to bullying Pupils’ understanding varies with age. Infants may confuse bullying with fighting and nasty experiences generally; juniors develop a more mature understanding. But difficulties in identifying bullying in 4 to 7 year olds should not prevent schools taking action. About 75-80% of pupils in surveys say they would not join in, or would like to help a bullied child. Fewer say they would actually help. About one fifth of pupils are less sympathetic. Girls seem more supportive of victims than boys, but not necessarily more likely to intervene.   Families are told about bullying more often than teachers; older pupils are less likely to tell at all. A ‘culture of silence’ persists; many victims – a majority of secondary-aged pupils –have not told anyone in authority of the bullying. The 1997 survey found that 30% of victims had not told anyone. Often teachers and parents need to take steps to uncover bullying. Most victims who do tell teachers or parents describe the outcome as positive. Victims need help and support. However, a small minority of victims reported bullying getting worse, especially when teachers were told. It is important that claims of bullying are taken seriously; a half-hearted response might make the problem worse. Sexual bullying is impacted on both genders. Boys are also victims – of girls and other boys. A case of proven sexual assault is likely to lead to the exclusion of the perpetrator. In general, sexual bullying is characterized by: abusive name calling looks and comments about appearance, attractiveness, emerging puberty inappropriate and uninvited touching sexual innuendoes and propositions pornographic material, graffiti with sexual content in its most extreme form, sexual assault or rape.   Sexual bullying can also be related to sexual orientation. Pupils do not necessarily have to be lesbian, gay or bi-sexual to experience such bullying. Just being different can be enough. A survey of 300 secondary schools in England and Wales found 82% of teachers aware of verbal incidents, and 26% aware of physical incidents. Almost all schools had anti-bullying policies, but only 6% referred to this type. Factors hindering schools in challenging homophobic bullying include staff inexperience and parental disapproval. Eradicating Bullying In Schools: Bullying is a problem that occurs in the social environment as a whole. The bullies' aggression occurs in social contexts in which teachers and parents are generally unaware of the extent of the problem and other children are either reluctant to get involved or imply do not know how to help. Given this situation, effective interventions must involve the entire school community rather than focus on the perpetrators and victims alone. Olweus (1993) emphasize the need to develop whole-school bullying policies, implement curricular measures, improve the school ground environment, and empower students through conflict resolution, peer counseling, and assertiveness training. Olweus (1993) details an approach that involves interventions at the school, class, and individual levels. Bullying should be discussed as part of the curriculum, but teachers also need general strategies to deal with the problem. Whilst they should try strategies such as those described below, schools may find that stronger measures are needed in the more serious and persistent cases.   Where other strategies do not resolve the problem, permanent exclusion may be justified in the most serious and persistent cases, particularly where violence is involved. The Department’s updated guidance for local education authority exclusion appeal panels makes clear that pupils responsible for violence or threatened violence should not normally be re-instated. One of the strategies is including it in the school’s anti-bullying policy – so pupils know discrimination is wrong and the school will act covering it in inset days on bullying in general guaranteeing confidentiality and appropriate advice to lesbian and gay pupils challenging homophobic language exploring issues of diversity and difference – discussing what schools and society can do to end discrimination exploring pupils’ understanding of their use of homophobic language – they may not understand the impact. Parents can also help to stop children from bullying others in schools. For instance parents should talk to your child, explaining that bullying is unacceptable and makes others unhappy discourage other members of your family from bullying behaviour or from using aggression or force to get what they want. show your child how to join in with other children without bullying make an appointment to see your child's class teacher or form tutor; explain to the teacher the problems your child is experiencing; discuss with the teacher how you and the school can stop them bullying others regularly check with your child how things are going at school give your child lots of praise and encouragement when they are co-operative or kind to other people. Conclusion: Bullying is a serious problem that can dramatically affect the ability of students to progress academically and socially. A comprehensive intervention plan that involves all students, parents, and school staff is required to ensure that all students can learn in a safe and fear-free environment.   There are key points to consider when dealing with bullying as a teacher, Never ignore suspected bullying ,don’t make premature assumptions listen carefully to all accounts, several pupils saying the same does not necessarily mean they are telling the truth adopt a problem-solving approach which moves pupils on from justifying themselves follow-up repeatedly, checking bullying has not resumed. The curriculum can be used to raise awareness about bullying and the anti-bullying policy increase understanding for victims, and help build an anti-bullying to teach pupils how constructively to manage their relationships with others. Through the curriculum it is possible to explore such issues as: why do people bully each other? what are the effects of bullying on the bullied, on bullies, and on bystanders? what can we do to stop bullying? There are now many videos that illustrate bullying, for example Sticks and Stones (secondary) and The Trouble with Tom (primary). Pupils can explore different characters’ perspectives and suggest anti-bullying strategies. REFERENCES Nan Stein in Bully proof: (1996) A Teacher's Guide on Teasing and Bullying published jointly by the Wellesley College Center for Research on Women and the National Education Association Professional Library. Olweus, D (1993). Bullying at School: What we know and what we can do. Cambridge, MA Blackwell.