Soft Skills Inventory

MSF Soft Skills Inventory 1. Relational abilities: For a past class, I introduced a venture on elective energizes to the class just as the educator. For this introduction, I conveyed to the educator my mastery in this subject by introducing the realities and exploration I led. Simultaneously, so as to convey to the understudies most successfully, I utilized intuitive procedures through inquiries presented to the class to keep their consideration all through the introduction. During my entry level position, I would call customers to refresh recipient information.I had the option to successfully impart by having every single vital archive nearby and being set up to address any scrutinize that they may have. 2. Relational Skills: At my temporary job, I had the fortune of working with numerous high positioning experts in the organization. I would sit in gatherings with individuals thirty to forty years more established than me. I immediately discovered that cooperating with them was alto gether different from connecting with companions and friends. I took part in a gathering called International Student Connection. I would communicate with global understudies and help adapt themselves to the grounds and American cultural.I would invest energy talking with them to help build up their English, generally coming in with just an extremely fundamental comprehension of the language. 3. Administration Skills: I had a gathering venture for a class, where we reviewed a proposition about the bad form in Zimbabwe to our state representative. I started to lead the pack in this gathering by assigning diverse exploration obligations to every part, where we could sometime in the not too distant future present the examination that we found to each other. I additionally ensured that every individual was effectively investigating by messaging them refreshes about when we would meet, just as remain on target with the course of events that we set.During my temporary job, I had an errand to set up an advertising occasion. I constructed a group of two or three assistants to help in getting ready for this occasion. I assumed the primary obligations of setting up an area and customer base rundown. I knew anyway that I required different understudies help in building a full rundown of potential customers that would join in. Despite the fact that this was an occasion that I was initiating, functioning as a group best used the various assets that they advertised. 4. Cooperation Skills: My promise class for my business society expected to make an expert, administration, and get-together for the entire business fraternity.It was certain that we could do this most productively by separating our class into littler groups, who thusly would basically be answerable for one of the occasion. We would then meet up to plan these dates together. Partaking in sports best represents collaboration, as I would see it. Collaboration was vital in winning my business clique ball competitio n. It likewise end up being fundamental in winning occasions in the Business Olympics held across grounds. 5. Time Management Skills: My low maintenance work during my undergrad years required working all through the night.I would work from 12 am to 5 am a few times each week. I would do this while having class at 9 am each morning. Great time the executives abilities were significant so as to keep pace in class while likewise working these hours. During my last semester for finals, I had four tests through the span of 3 days. The week paving the way to finals, I separated the conceivable investigation time that I had and assigned time allotments in which I would read for a specific subject. Keeping to this calendar just as being taught was the main way I had the option to endure that week. 6. Investigative and Problem Solving Skills:For my venture on elective energizes, I explored all the various advances that have as of now been created, and those that were all the while being cre ated, and afterward I cross referenced this data with the universitys activity on going Å"green.  I did this so as to locate the most ideal ways for the college to turn out to be all the more naturally benevolent in a financially savvy way. I utilized my insight into the sport of ball so as to run a b-ball competition for a club all the more proficiently. I utilized the assets that I had accessible to run the competition at a snappier pace, and furthermore setting aside cash, by being charged less an ideal opportunity for the exercise center.

Thomas Jefferson Dbq Notes

Jessica Turro Hunter Torres 9/24/12 Period 3 The presentation of autonomy By Thomas Jefferson Argument †* Thomas Jefferson â€Å"Necessary for one individuals to break down the political groups which have associated them with another, and to accept, among the forces of the earth , the isolated and equivalent station to which the laws of nature and of nature’s God entitle them, a conventional regard to the assessments of humankind necessitates that they ought to pronounce the causes which induce them to the separation† * Thomas Jefferson needed all provinces to have the right to speak freely of discourse, being qualified for their autonomy and their rights.Evidence * â€Å"We hold these realities to act naturally â€evident †That all men are made equivalent; that they are blessed by their Creator with certain unalienable rights; that among these are life , freedom and the quest for joy. † * â€Å"†¦. driving their equitable forces from the assent of the legislatures; that, at whatever point any type of government gets damaging of these closures, it is the privilege of the individuals to adjust or to abrogate it, and to establish its capacity in such structure as to them will appear to be generally similar to impact their security and satisfaction. * â€Å"WE THEREFORE, THE REPRESENTATIVES OF THE UNITED STATES OF AMERICA, in General Congress collected, engaging the preeminent adjudicator of the world for the integrity of our goals , do , in the name and by the authority of the great individuals of these settlements , seriously distribute and pronounce, that these United Colonies are, and of the province of Great Britain is, and should be, completely broken up; and that, as free and autonomous states, they have full capacity to demand war, finish up harmony, contract unions, set up business and to do every other demonstration and things which free states may of right do. Offers * Pathos-â€Å"that all men are made equivalen t; that they are blessed by their maker with certain unalienable rights; that among these are life, freedom, and the quest for joy. † * Logos-â€Å"the history of the current King of Great Britian is a past filled with rehashed wounds and usurpations, all having, in direct item, the foundation of a flat out oppression over these oceans. * Ethos-Rhetorical Strategies and Analysis * Thomas Jefferson utilizes ANAPHORA as an expository system inside his discourse rehashing â€Å"He Has†. * Thomas Jefferson has an edge with in his discourse he starts with expressing his contention of human rights and finishes with his contention.

How Businesses Can Profit from Foreign Direct Investment

How Businesses Can Profit from Foreign Direct Investment A business will always look for new ways to profit â€" its success is dependent on how well it can attract growth and keep the profits flowing. One of the modern ways of increasing profits is conducted through foreign direct investment (FDI). What is it about and how can it provide profits to businesses?Here’s a look at the modern phenomena and the advantages businesses can enjoy when they engage with this business activity. FOREIGN DIRECT INVESTMENT â€" THE KEY THINGS TO KNOWBefore we start examining how a business can benefit from foreign direct investment, let’s take a crash course on what FDI is about.FDI DefinitionInvestopedia’s definition of FDI states the following:“An investment made by a company or individual in one country in business interests in another country”You essentially have one a company in one country investing in another company in another country. While a government of a country or an individual can technically also make the investments, the interest here is solely on how companies use FDI.The investment is a type of inward investment. The inward investments deal with external or foreign entities, with the transactions involving either investments or purchasing of goods from the external economy or business. FDI is an example of inward investment since the company is investing in a country that’s different from the company’s home country.FDI should be distinguished from portfolio investments in which the company or the investor purchases equities of foreign-based companies. It is not about gaining equity, but more about gaining control â€" the investment is aimed at either establishing operations in the country or acquiring existing assets, which provide ownership or control to the business.Since FDI deals with companies in two different countries, with differing rules and regulations, there are universal regulations that define and manage global FDI flows. The Organisation for Economic Cooperation and Development (OECD) has set guidelines, which determine the ways in which FDI can take place and what counts as FDI and not a traditional portfolio investment, for example. One of the key features of the OECD guidelines is the minimum ownership control the business must have in the foreign company in order for it to count as FDI.The current guidelines state the ownership must be a minimum 10% of the ordinary shares or voting shares of the company. No netheless, the definitions together with the guidelines are flexible and companies can find themselves under de facto control â€" for example, by controlling the technology â€" even without the 10% controlling stake.The key featureThe key feature of FDI is essentially that of control. This separates it from a traditional portfolio investment. When a business makes a foreign direct investment, it establishes either effective control or substantial influence over the decision-making process of the business or the operation.This requirement for control is also what provides the structure for determining what counts as FDI and what doesn’t. As I noted above, according to the OECD definition, the business must have a 10% minimum ownership stake before its investment counts as FDI.The methods of FDISo, how does a company go about making a FDI? There are a number of different options for gaining control and investing in a company or business operation abroad. The most common methods of F DI include:Opening a subsidiary or an associate company in a foreign countryAcquiring a controlling interest in a company that already exists in the foreign countryMerging with another foreign companyStarting a joint venture with a foreign companyFurthermore, FDI can occur in three strategically different manners. The nature of the foreign direct investment can be:Horizontal â€" Horizontal investments occur when the company’s investment abroad is related directly to the same activities it conducts at home.Verticalâ€"In a vertical FDI strategy, the company uses the foreign investment as a way to add new stages of activities abroad. These can be divided into:Forward vertical FDI under which the company takes steps to become closer to the market â€" such as acquiring a distributor in the foreign country.Backward vertical FDI which means using international integration towards the acquiring of raw materials â€" such as buying a raw material plantation in a foreign company.Conglomerate â€" When the business invests in a controlling stake in an unrelated business abroad, the FDI is set to be a conglomerate type. The conglomerate FDI is uncommon, as it sees the company trying to break two barriers at once: entering both in a new country and a new industry.FDI IN ACTION â€" EXAMPLE SCENARIOSWhat does the above look in action? Let’s consider an example by examining the different scenarios outlined above through the eyes of Company A.Company A is a clothing company that operates in Italy. The company could embark on FDI by doing the following things:It can open a subsidiary company in China to enter the market. Since it is entering a foreign country in a field directly related to what it does in Italy, it’s making a horizontal FDI.However, it could also buy a controlling stake in a Chinese clothing line. If it’s purchasing another clothing company in China, its investment would still be horizontal. It doesn’t have to acquire the whole company, as long as it ha s a controlling stake and it’s part of the decision-making process. Interestingly, even if Company A doesn’t have 10% stake, the investment would be considered FDI if it provides the management or the clothing line designs for the business.On the other hand, Company A could decide to merge or simply acquire the Chinese clothing company in full. Again, you’re dealing with a horizontal FDI.If Company A wants to use a vertical FDI strategy, it could purchase a clothing retailer in China and therefore, engage in forward vertical FDI. It wouldn’t buy another clothing company, but the retailer would provide it access to the Chinese clothing market. If the company would prefer to make a backward vertical FDI, it could purchase a silk manufacturer that would provide the raw materials for its clothes.Finally, Company A could consider expanding its business operations and invest in a completely unrelated industry. It could, for instance, acquire a Chinese jewellery company and enter t he both the Chinese market and the jewellery industry at once. This would be an example of the rare conglomerate FDI.HOW TO PROFIT FROM FOREIGN DIRECT INVESTMENTThe United Nations Conference on Trade and Development has found foreign direct investments flows have exceeded over $1 trillion. This is an impressive figure considering the global FDI stood at $14 billion in the 1970s. So, what’s the attraction? How can a company profit from foreign direct investment?Four key ways for businesses to profit from FDIA business can benefit from FDI in four distinctive ways. These are:Gaining access to new marketsThe most obvious way a business can profit from FDI is by gaining access to new markets and thus, growing the business. The benefit is rather obvious â€" as the company invests in the business or starts a new operation in a foreign country, it enters that market and expands its market reach.Increasing market access can help the business grow and expand its profit base. The gains migh t not just occur in a direct increase of market share in the specific industry, but also appear through access to distinct target customer groups.Obtaining access to resourcesA company may also benefit and boost its profits by increasing its access to resources. By investing in a foreign company, you can gain access to new technologies, resources, management skills and cooperation opportunities. All of these can help the business either save money or make more profit.While the access to resources, such as management skills, can be a rather indirect way to increase profits, other resources can provide a more direct boost, such as having the raw materials for your product at your disposal.Reducing the cost of productionRelated to the above point is the boost in profits through the reductions of production costs. If you gain access to raw materials, you can naturally manufacture your product cheaper than if you first had to buy the materials.Furthermore, vertical FDI deals with things like acquiring a production plant, which can boost profit by driving down the production costs â€" if you can make the products in your own factory, you won’t need to spend money on buying the finished product from a third-party supplier.A common example of the ability to drive down the cost of production is making FDIs in countries with lower labor costs. Countries with lower labor costs can attract companies to transfer their factories elsewhere â€" a contentious topic in the modern world.Simplifying its tax code and gaining tax benefitsCompanies can also benefit from FDI in terms of taxation and how their profits are taxed at home and abroad. How does FDI boost profit through taxation? There are a few different scenarios. The company could:Enjoy more profits from its income in the new country due to the foreign country offering a more beneficial tax code â€" either there’s less taxation in general or the rates are lower/more advantageous.Enjoy tax deduction in its home countr y from any profit it makes in a foreign country.Enjoy tax deduction simply for making a FDI â€" countries can provide companies with tax benefits if they either invest in the foreign country or home countries of companies can allow tax deductions when FDI is made.The tax benefits can be directly related to income and profits but can also be indirectly linked with these aspects of the business. For example, RD in the new country might be taxed differently and the advantage of discovering new technologies can indirectly lead to bigger profits abroad and in the parent company’s country.The above are the four main ways a company could profit from a foreign direct investment. Naturally, enjoying these benefits is not as straightforward as it may sound. Just as it’s difficult to start a business from scratch anywhere in the world, it can be difficult to replicate the success in another country or to gain a profitable market share in a country with established competition in the sector .EXAMPLES OF THE PROFITABLE BOOSTSSo, what does the above look in real life? Let’s consider Company A and the different ways it could manage to boost its profits.Company A, operating in Italy, would have a market share of 10% in the clothing sector. When it invests in the Chinese clothing company, it gains access to a new clothing market in China and gains an immediate market share of 3% in the country through the new company. In the future, it can boost its market share in both Italy and China.Company A might have also acquired a clothing factory in China. Since it doesn’t have to buy the clothes it sells in Italy from a third-party seller, it can cut production costs and increase profits. A quirky example from real life is how Apple has been able to control the cost of making an iPhone by producing them in China. The Chinese workforce only amounts to 3.6% of the costs of the iPhone, according to the Economist.The above is not just necessarily a boost in profit in terms of lowe r cost of production, but could also provide benefits in terms of access to resources, such as better sewing technology. The Chinese clothing manufacturer could have technologies in place that create durable clothing with less money and this can help increase the public interest on the clothing line â€" people will buy the t-shirts more because they stay in good condition for longer.Finally, Company A can experience a boost in profit through taxation. It can deduct part of the investment costs and gain a better tax advantage or it might direct some of its foreign profits into a country with a lower corporate tax rate.While the current tax planning strategies of major corporations are not always favorable to national economies, there’s no denying the benefits companies can enjoy by investing in foreign companies and markets. According to Fortune, America’s largest companies have around $2.5 trillion stashed in foreign ‘tax havens’; although not all of this is due to FDI.WHAT TO REMEMBER WITH FDI â€" THE RRD RULEFDI is a clear example of a strategy that can provide companies better opportunities to grow and it can help increase profits through a number of ways. However, if a business is considering a FDI investment, it has to conduct proper due diligence â€" similar to any investment type.There are plenty of things the business must take care of in terms of guaranteeing FDI success but in order to get started familiarize yourself with the so-called RRD rule. RRD stands for risks, regulations and diversification. These are three areas of focus for any company set to embark on FDI:Risks â€" Like any investment, FDI can involve plenty of risks. The crucial fact about FDI is how the company will deal with a foreign country, which adds many unique risks into the equation. The political landscape is different and when you are investing in a developing economy, the political transformation can be heightened. Things such as political conflict or sudden nationali zation are not uncommon, especially in new economies in Africa.Regulations â€" Since the company is dealing with a new country, it also has to deal with different legislation. In terms of FDI, countries can have strict rules and regulations in place and it’s important to clear these first before you even consider making a move on the country and its companies. The most obvious example of the regulatory impact is the complexity in China for joint ventures. Foreign companies can find it hard to team up with a local company and even entry to the Chinese market can be difficult, although the surrounding regulations have relaxed in recent times.Diversification â€" When embarking on FDI strategy, diversification is as beneficial as it is for any other investment types. It can be helpful to consider different strategies â€" horizontal, vertical or conglomerate â€" to ensure your company doesn’t put its eggs in a single basket. Furthermore, while entering a very different market can be problematic, vertical FDI could help provide even deeper market entry than purely following the horizontal strategy.The RRD rule can help a company focus on the right things in its evaluation of the validity of foreign direct investments. To understand the decisions behind FDI and how corporations are venturing on these investments, check out the interview with Derek Collins, director in the Bank of Ireland â€" a country that has been able to attract FDI in growing numbers in the past few decades. THE BOTTOM LINEForeign direct investments have ballooned in recent years. While there are plenty of pros and cons for this type of activity in terms of the local economies, there are valid reasons for businesses to look into it. The four major areas of profit come in the form of enhanced market access, gains in resources, reductions in production costs and favorable tax strategies.The practice can be profitable if businesses are aware of the risks and regulations surrounding the practice, and they can strategically plan how, where and when they make the investments. If they get it right, the boosts in profits will surely follow.

Barack Obama s Campaign For Gaining Voter Support

Dear Secretary Hillary Clinton, I am writing to you in regards to the quickly approaching 2016 Presidential Election. As your campaign manager, the use of my recommended strategy will be vital for gaining voter support. With incumbent President Barack Obama (D) holding office for the last two terms, it is likely that the Democratic party will be facing multiple Republican candidates. Candidates for the Republican Party will initially be running not only against the Democrats, but also against each other, putting us at a distinct, but temporary advantage. Once one Republican representative is chosen, it’s likely that he will be endorsed by the other candidates, pulling the Republican vote back together. Therefore, it is essential that we have a very persuasive campaign strategy. In order to do so, I recommend on focusing on incorporating â€Å"Plain Folk† and â€Å"Stacking the Deck† into your advertisements in order to build up your case, while using â€Å"Negative Attack† ads to tear down your opponents’ cases. As a skilled politician, using the Plain Folks technique would allow you to subconsciously connect with electors. It would let them come to terms with the fact that you are just like them- a U.S. citizen who wishes the best for his country. In Dwight D. Eisenhower’s set of Eisenhower Answers America (Doc C) advertisements, ‘Ike’ answered the questions everyday Americans had about what a life under his government would be like. Questions commonly had to doShow MoreRelatedU.s. Obama s Campaign1276 Words   |  6 Pagespresidential debate. To its simplicity, individuals must adjust to the latest innovations and advancements. Comparable, politicians are obligated to rethink their campaign strategy, according to the current technology and developments. 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Spanish Verb Vivir Conjugation, Usage, and Examples

The Spanish verb vivir means to live. It is a regular verb, so it follows the conjugation pattern for all verbs ending in -ir. To conjugate the infinitive verb  vivir,  drop the ending  -ir  and add the new ending. Below you will find vivir conjugations for the most frequently used tenses, such as present, preterite, and imperfect, followed by their translations and usage examples. You will also find a variety of verb forms, such as participles and gerunds, as well as conjugations in both the indicative and subjunctive mood. Spanish verbs are conjugated in three persons, each having a singular and a plural form. In addition, in Spanish there is another conjugation form, usted and ustedes, which is a second person form (singular and plural respectively). Usted and ustedes follow the conjugation form of the third person pronouns. Present Indicative Yo vivo Yo vivo en Texas. I live in Texas. Tà º vives Tà º vives en una casa bonita. You live in a pretty house. Usted/à ©l/ella vive Él vive en la ciudad. He lives in the city. Nosotros vivimos Nosotros vivimos en una granja. We live in a farm. Vosotros vivà ­s Vosotros vivà ­s en Espaà ±a. You live in Spain. Ustedes/ellos/ellas viven Ellas viven en California. They live in California. Preterite Indicative In Spanish there are two forms of the past tense: preterite and imperfect indicative. The preterite is used to describe actions that were completed in the past or happened once. Yo vivà ­ Yo vivà ­ en Texas. I lived in Texas. Tà º viviste Tà º viviste en una casa bonita. You lived in a pretty house. Usted/à ©l/ella vivià ³ Ella vivià ³ en la ciudad. She lived in the city. Nosotros vivimos Nosotros vivimos en una granja. We lived in a farm. Vosotros vivisteis Vosotros vivisteis en Espaà ±a. You lived in Spain. Ustedes/ellos/ellas vivieron Ellas vivieron en California. They lived in California. Imperfect Indicative The imperfect indicative form, or  imperfecto  indicativo, is used to  talk about a past action or state of being without specifying when it began or ended, or repeated actions in the past. It is equivalent to was living or used to live in English. Yo vivà ­a Yo vivà ­a en Texas. I used to live in Texas. Tà º vivà ­as Tà º vivà ­as en una casa bonita. You used to live in a pretty house. Usted/à ©l/ella vivà ­a Él vivà ­a en la ciudad. He used to live in the city. Nosotros vivà ­amos Nosotros vivà ­amos en una granja. We used to live in a farm. Vosotros vivà ­ais Vosotros vivà ­ais en Espaà ±a. You used to live in Spain. Ustedes/ellos/ellas vivà ­an Ellas vivà ­an en California. They used to live in California. Future Indicative Yo vivirà © Yo vivirà © en Texas. I will live in Texas. Tà º vivirà ¡s Tà º vivirà ¡s en una casa bonita. You will live in a pretty house. Usted/à ©l/ella vivirà ¡ Él vivirà ¡ en la ciudad. He will live in the city. Nosotros viviremos Nosotros viviremos en una granja. We will live in a farm. Vosotros vivirà ©is Vosotros vivirà ©is en Espaà ±a. You will live in Spain. Ustedes/ellos/ellas vivirà ¡n Ellas vivirà ¡n en California. They will live in California. Periphrastic Future Indicative Periphrastic refers to a multi-word construction. In the case of periphrastic future in Spanish, it is equivalent to the expression I am going to referring to a future occurrence and is commonly used in conversation. The periphrastic future is formed by a conjugated form of the verb ir  (to go), followed by the article a  and the infinitive of the main verb. Yo voy a vivir Yo voy a vivir en Texas. I am going to live in Texas. Tà º vas a vivir Tà º vas a vivir en una casa bonita. You are going to live in a pretty house. Usted/à ©l/ella va a vivir Él va a vivir en la ciudad. He is going to live in the city. Nosotros vamos a vivir Nosotros vamos a vivir en una granja. We are going to live in a farm. Vosotros vais a vivir Vosotros vais a vivir en Espaà ±a. You are going to live in Spain. Ustedes/ellos/ellas van a vivir Ellas van a vivir en California. They are going to live in California. Present Progressive/Gerund Form The present progressive in Spanish is formed with the present indicative conjugation of the verb estar followed by the present participle (gerundio in Spanish). The gerund  refers to the  -ing  form of the verb. To form the gerund, all -ir verbs take on the ending -iendo, in this case, vivir  becomes viviendo.  The active verb in the sentence is the verb that conjugates or changes. The gerund stays the same no matter how the subject and verb changes. In Spanish, the gerund is used as the present participle is used in English (not as a noun). Present Progressive of Vivir està ¡ viviendo Ella està ¡ viviendo con sus padres. She is living with her parents. Past Participle The past participle corresponds to the English  -en  or  -ed  form of the verb. In this case, it is created by dropping the -ir and adding -ido. The verb,  vivir, becomes  vivido. The verb that precedes it, in this case  haber  (to have) should be conjugated.   Past Participle of Vivir ha vivido Él ha vivido en muchos paà ­ses. He has lived in many countries. Vivir Conditional Indicative Form The  conditional indicative  form, or  el  condicional,  is used to express probability, possibility, wonder or conjecture, and is usually translated  in  English as would, could, must have,  or probably. For example, Would you live in this house? would translate to  Ã‚ ¿Vivirà ­as en  esta  casa? Yo vivirà ­a Yo vivirà ­a en Texas. I would live in Texas. Tà º vivirà ­as Tà º vivirà ­as en una casa bonita. You would live in a pretty house. Usted/à ©l/ella vivirà ­a Él vivirà ­a en la ciudad. He would live in the city. Nosotros vivirà ­amos Nosotros vivirà ­amos en una granja. We would live in a farm. Vosotros vivirà ­ais Vosotros vivirà ­ais en Espaà ±a. You would live in Spain. Ustedes/ellos/ellas vivirà ­an Ellas vivirà ­an en California. They would live in California. Present Subjunctive The  present subjunctive, or  presente  subjuntivo,  functions much like the  present indicative  in tense, except it deals with mood and is used in situations of doubt, desire, emotion and is generally  subjective. Use the Spanish subjunctive when you want a subject to do something. Also, use  que  with the pronoun and verb. For example, I want you to live here, would be,  Yo  quiero  que  usted  viva aquà ­. Que yo viva Carlos espera que yo viva en Texas. Carlos hopes that I live in Texas. Que tà º vivas Mamà ¡ espera que tà º vivas en una casa bonita. Mom hopes that you live in a pretty house. Que usted/à ©l/ella viva Ana espera que à ©l viva en la ciudad. Ana hopes that he live in the city. Que nosotros vivamos Papà ¡ espera que nosotros vivamos en una granja. Dad hopes that we live in a farm. Que vosotros vivà ¡is Juan espera que vosotros vivà ¡is en Espaà ±a. Juan hopes that you live in Spain. Que ustedes/ellos/ellas vivan Laura quiere que ellas vivan en California. Laura hopes that they live in California. Imperfect Subjunctive The imperfect subjunctive, or  imperfecto  del  subjuntivo,  is used as a clause describing something in the past and is used in situations of doubt, desire, or emotion. Also, in some cases you can use  que  with the pronoun and verb. There are two possible  conjugations for the imperfect subjunctive, both considered correct. Option 1 Que yo viviera Carlos deseaba que yo viviera en Texas. Carlos wished that I live in Texas. Que tà º vivieras Mamà ¡ esperaba que tà º vivieras en una casa bonita. Mom hoped that you live in a pretty house. Que usted/à ©l/ella viviera Ana esperaba que à ©l viviera en la ciudad. Ana hoped that he live in the city. Que nosotros vivià ©ramos Papà ¡ deseaba que nosotros vivià ©ramos en una granja. Dad wished that we live in a farm. Que vosotros vivierais Juan esperaba que vosotros vivierais en Espaà ±a. Juan hoped that you live in Spain. Que ustedes/ellos/ellas vivieran Laura querà ­a que ellas vivieran en California. Laura wished that they live in California Option 2 Que yo viviese Carlos esperaba que yo viviese en Texas. Carlos hoped that I live in Texas. Que tà º vivieses Mamà ¡ deseaba que tà º vivieses en una casa bonita. Mom wished that you live in a pretty house. Que usted/à ©l/ella viviese Ana esperaba que à ©l viviese en la ciudad. Ana hoped that he live in the city. Que nosotros vivià ©semos Papà ¡ esperaba que nosotros vivià ©semos en una granja. Dad hoped that we live in a farm. Que vosotros vivieseis Juan deseaba que vosotros vivieseis en Espaà ±a. Juan wished that you live in Spain. Que ustedes/ellos/ellas vivieseis Laura esperaba que ustedes viviesen en California. Laura hoped that you live in California. Imperative The imperative, or  imperativo  in Spanish, is used to give commands or orders. There is no first-person or third-person form (singular or plural), since a person gives commands to others. The imperative form also changes when the command is negative: the word no  is followed by the conjugated verb. Positive Command Yo — — — Tà º vive  ¡Vive en una casa bonita! Live in a pretty house! Usted viva  ¡Viva en la ciudad! Live in the city! Nosotros vivamos  ¡Vivamos en una granja! Let's live in a farm! Vosotros vivid  ¡Vivid en Espaà ±a! Live in Spain! Ustedes vivan  ¡Vivan en California! Live in California! Negative Command Yo — — — Tà º no vivas  ¡No vivas en una casa bonita! Don't live in a pretty house! Usted no viva  ¡No viva en la ciudad! Don't live in the city! Nosotros no vivamos  ¡No vivamos en una granja! Let's not live in a farm! Vosotros no vivais  ¡No vivais en Espaà ±a! Don't live in Spain! Ustedes no vivan  ¡No vivan en California! Don't live in California!

What Does Ap Language and Composition Essay Student Samples Question 3 2000 Mean?

What Does Ap Language and Composition Essay Student Samples Question 3 2000 Mean? What's Actually Happening with Ap Language and Composition Essay Student Samples Question 3 2000 This may not only show that you're intelligent and appreciate the intricacy of the sorts of issues you could possibly be speaking about on the exam, but might really help strengthen your argument, in that you'll be able to foresee prospective arguments against your support for your beliefs, then undermine them as you write about them. Align your elements and be certain you haven't committed any fallacies. Tie every claim you make to a bit of evidence to make sure the ideal essay possible. The evidence is a significant portion of your essay. A house without brick and mortar won't fall, but nevertheless, it won't be a rather great home to inhabit. She might not be able to allow you to take them home, but even then you might be permitted to use them in a supervised setting. 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HR Role In Strategic Acquisition

Question: Individually prepare a Business Report that addresses the human resource issues raised in the case study as provided on the Moodle course site? Answer: Introduction 1. Purpose: Todays business environment is changing rapidly due to various factors like globalization, increasing culture of outsourcing, requirement of speed up growth and continuous shortening product life cycle tend towards the companys acquisition, it is completely part of the business strategy in order to accomplish their companys business objectives. The report will focus on the various aspects of human resource regarding to acquisition. This report particularly focuses on effectiveness of HR role during the strategic acquisition. As merger or acquisition is part of business strategy, it is also essential to discuss reasons for its success and failure. 2. Background: This report talks about acquisition of two book seller companies in Australia. Australian book market is very competitive and Mainly Books Company, 18 stores book retail chain is struggling in its targeted market from last three years it had been facing loss in trading. Hence it has been acquired by another book retail chain Wordsmiths and the acquisition is considered as good opportunity strategically in order to enhance the companys market presence and gain competitive advantage. Instead of focusing on the acquisitions reasons the main goal of both the company has to gain advantage for both and deal should benefit both buying and selling companies. Though there are various reasons have been talked about failures of acquisitions, the main area both the companies have to focus and give importance is management process of human resources. The HR of both the companies should managed so as they will retain in the company as well as collaborate to each other effectively with higher levels of performance. The report talks about issues and challenges of human resource due to strategic acquisition, planning for new staffing, legal issues in designing redundancy process, and evaluate HR planning process. Finally the report provides recommendation for acquisition process and HR planning. Literature Review: Issues related to human resources have to be handles in a unique way at the time of acquisition procedures in order to get successful results. During the international acquisition condition it is obvious that staff cannot comfortably communicate with the top management and a consequence of it after acquisition it can become weakness indication for acquiring company (Wright and McMahan, 1992). Hence in this condition HR management team has to face additional difficulty in understanding the cultural issues. Today merger and acquisition trend is increasing among every fields companys and does not seem any downturn in this field at least for 10 years, only required to manage the human resource effectively by the professionals to achieve successful acquisition result. When both the sides have new opportunities in front of them the chances of successful acquisition is more. HR managers of both acquiring and acquired firm have big responsibility and acquisition activity impose different and unique challenges for them and it can also have serious impact on employees performance during transition time (Gordon, 1972). Human resource need to recognize particular main issues to increase the opportunities of success and that includes, proper understanding of situation, good acquisition conditions, objective for signing the deal, determine culture differences before finalizing deal (Hendry and Pettigrew, 1990). If all these issues are recognized effectively, implementation of strategies after acquisition gets easy and effective as well. Here the management team and HR manager Gemma of acquiring company realize the importance of incorporation of human resources in their acquisition strategy. Mainly Book Company has to adopt expertise and other functions performed by their acquiring company but it is observed that most of the firms fail to adopt the diversity. Thinking about the acquired companys human resources, it may be urgent for them to understand all the goals and ideas of acquiring company and work and perform according to it (Kazmi and Ahmad, 2001). On other hand acquiring company should also have to understand about the acquired company employees, their working situations, and companys culture because all these things are essential in managing merger process effectively. Human Resource Management System: In acquisition transferring process has been followed from acquiring to acquired company. Like purchasing stalk, purchasing assets the acquisition process conducted and it is generic term used to communicate ownership handover. 1. Differences in Acquiring and acquired firms HR functions: According to the case study the acquired firm does not have any HR function and all the matters related to employment are handled by the store manager. Mainly Books store also does not have any program which manages and record all the human resource activities and hence no workforce data is available in the acquired firm. It is known that managing the human resources is important aspect of any company and which company fails to this lead towards issues. The acquiring firm has proper HR department and that department have right to undertake all the decision regarding to the employees working in the company (Lundy, 1994). The WordSmith the acquiring firm current workforce is of 600 employees and in between those half are fulltime workers and remaining working as part time, in the case of Mainly store it is exactly opposite they only have 225 employees and all working as fulltime. Analysis of Mainly stores operation and costs has received that most of the store in this store chain are o verstaffed and balance of fulltime and contingent workers are not right. Due to this reason financial performance has been getting poor and hence Mainly books require downsizing. As the acquiring firm WordSmith has good HR system which will be able to generate the reports for workforce characteristics and trends, it get clear that acquired firm needed certain amount of downsizing and dependencies on fulltime workers also has to reduce. 2. Incorporation process of acquired firm: In the given case findings it is observed that employees are the key towards making merger work, human resource related problem occur during the acquisition such as both the firms culture classes has been observed, disputes between management level people, change does not managed well due to inability (Schuler and Jackson, 2007). It is needed to incorporate the acquired firm workforces into acquiring firm human resource management system. The Mainly Book stores staff has been handled by the acquiring firm after acquisition. Incorporation has to be done effectively in order to sustain financial performance inability, recover from loss of productivity, gel between each others culture, sustaining the key talent and management styles without any clash and managing the changes effectively and understanding. All the above points are part of the strategic management of human resource and handling cultural differences between both acquired and acquiring companies, because it can be the barrier to the success. IN the pre-deal stage, main focus has to be on organizational design, especially on assessing and choosing correct persons for leadership. Remuneration plays important role and required to be considered from different angle of strategy, which would impact employee, employers and cost (McGovern et al., 1997). Other vital role playing areas are maintaining and building morale and loyalty. After acquisition takes place HR responsibility also get increase and they have plan and manage the integration process. Human Resource Management Issues during Acquisition: HR management does not involve much before the acquisition, and hence it then goes long way to explain why the issues related to workforce, culture of organization has to be overlooked, and it strongly feel that for assessing such issues the management team is not properly trained (Wright and McMahan, 1992). Acquisition has profound impact on both companies workforce and in order to establish successful transition in certain aspects like leadership, business model this impact has to be managed well. The impact of acquisition on each staff member has to identify and respond well and HR managers planning can decide long-term success or failure of the new company. 1.Ethical issues: It is not possible that the merging companies are identical in all aspects and hence at the time of acquisition of the two companies, there are certain areas of mismatching between them and further it lead towards very serious issues (Becker and Gerhart, 1996). One firm wants to invest on the labor while another firm mostly focuses on share holders and customers. Due to the cultural and legal differences between the firm issues can be raised. In this situation where differences are more, the HR managers of both the companies must have to fight with the differences and also have to indentify the fair sets of issues between them and find out solutions to help them out in order to build the cohesive organization with single ethical standard. In order to minimize the insecurity and doubt of employees in both the companies, there is need to establish strong communication between employees and HR department. The management has to take employees in confidence and ensure them about their job security, need to clarify their doubts and answer to their all questions (Boxall and Purcell, 2003). Senior management team has to make less distance from employees to understand their views and clarify the issues. 2.Cultural Integration: Both the book companies had their own culture and own standard in the targeted market and obviously had their own culture, values and belief, hence after acquisition the main challenging area for HR managers is the about the cultural (Mathis and Jackson, 2008). It is one of the most difficult aspects to understand and change according to the combined firm. Most of the cases barrier in cultural integration creates hurdles for success as every company has their own business culture. Sales mentality may dominate companies or some firms have paternalism of culture and others are more democratic. Hence while trying to bring culturally different organization there is possibility of creating frictions. Legislation and Statutory roles within acquisition: Gemma is HR manager of WordSmith book organization, Australia which acquired Mainly Store which had been struggling in very competitive book market from last three years. The company have to consider some legislations and obey them while performing acquisition and are given as below: 1.property registration authority act: Registration of Deeds and Title Act 2006 [PRA Act] establishes the property registration authority act. Some functions of authority has been provided by the Act which should be followed by acquirer before acquisition (Bratton and Gold, 2007). This Act would help in managing and controlling the Land and Deeds registry. The Act will require promoting and extending the land ownership and require creating legal registration of it. 2.Chief Executives: PRA Act also provides the right of getting appointment by the Minister under the Public Appointment Service recommendation of CEO. The Person on the post of CEO should act as civil servant and must followed the functions such as performing the implementation and policies related decisions of the Authority (Desssler, 2008). Also the right has been provided in which they perform managing and controlling of their staff functions, administrative department of business and should perform all the functions come under his or her job position rights and according to the Act. Conclusion: The report shows role of HR is very important in strategic acquisition of companies. As in the acquisition one company owns another one and hence the insecurity regarding the job role, salaries and working environment make the employees stressed. Hence human resource challenges are becoming vital and at the same time very difficult as compare to other business factors. This also indicated that the existing employees would require gathering and performing synergic collaboration benefits to produce high level performance. The report discuss over the various aspects of human resource regarding to acquisition. This report particularly focuses on effectiveness of HR role during the strategic acquisition. As merger or acquisition is part of business strategy, it is also essential to discuss reasons for its success and failure (Hollenbeck, Noe, Gerhart, Wright, 2003). Today, it is observed that functioning of HR also growing along with the acquisition process of companies. Effective communi cation is the key element of managing issues related to integration. Thus the report discusses effective participation of HR in the given acquisition case and explains the main factors throughout the report. Recommendations: Following are some recommendation for both the companies involved in the acquisition process. The recommendations are useful for the acquiring company in making the acquisition process more useful and it also help to retain the employees and also protect the staff rights and can tend acquisition towards creating successful business output. 1. While performing acquisition it is necessary to set clear and strategic vision that is what the companies actually want from the acquisition. According to Mainly Book stores point of view they want to improve their financial performance and their market situation which had gone down from past three years. 2. While acquisition process is starting, it is important to involve HR early in the negotiation process, due to which mapping of companies culture, values and working styles get cleared. 3. To achieve greater profit and good result from acquisition, create a new chart of company, and the chart would contain recent staffs competencies detailed audit, which would help in mapping responsibilities and roles according to new chart. 4. In order to minimize the insecurity and doubt of employees in both the companies, there is need to establish strong communication between employees and HR department. The management has to take employees in confidence and ensure them about their job security, need to clarify their doubts and answer to their all questions. Senior management team has to make less distance from employees to understand their views and clarify the issues. 5. To clearly understand the plans continuous effective communication is needed. There is another option, if required neutral agency can be included for the same purpose. 6. Employees can be engaged in productive work in order to keep then motivated and satisfies, because motivated and satisfied employees are highly committed towards their organization. Reference List: Wright, P.M. McMahan, G.C. 1992. Theoretical perspectives for strategic human resource management. Journal of Management, 18 (2): 295-320. Gordon, M.E. 1972. Three ways to effectively evaluate personnel programs. Personnel Journal, 51 (7): 498-510. Hendry, C. Pettigrew, A. 1990. Human resource management: An agenda for the 1990's. International Journal of Human Resource Management, 1 (1): 17-44. Kazmi, A. Ahmad, F. 2001. Differing approaches to strategic human resource management. Journal of Management Research, 1 (3): 133-140. Lundy, O. 1994. From personnel management to strategic human resource management. International Journal of Human Resource Management, 5 (3): 687-720. McGovern, P., Gratton, L. Hope-Hailey, V., Stiles, P. Truss, C. 1997. Human resource management on the line? Human Resource Management Journal, 7 (4): 12-29. Wright, P.M. McMahan, G.C. 1992. Theoretical perspectives for strategic human resource management. Journal of Management, 18 (2): 295-320. Becker, B., Gerhart, B. 1996. The impact of human resource management on organizational performance: progress and prospects during Acquisition. Academy of Management Journal, 39 (4): 779-802. Boxall P Purcell J (2003) Strategy and Human Resource Management' Palgrave Macmillan, New York, USA. Bratton J Gold J (2007) Human Resource Management: Theory and practice'4th edition, Palgrave Macmillan, New York, USA. (J, 2007). Desssler (2008) Human Resource Management' Prentice Hall, Australia. Hollenbeck J, Noe R, Gerhart B, Wright P (2003) HRM gaining a competitive Advantage' 4th edition McGraw Hill, New York, USA. Mathis R and Jackson J (2008) Human Resource Management' 12th edition, Thomson South-Western, USA. Noe R (2006) Human Resource Management: Gaining a competitive advantage', 5th edition, McGraw Hill, USA. Schuler R and Jackson S (2007) Strategic Human Resource Management' 2nd edition, Blackwell Publishing, Malden, USA. Salaman G, Storey J, and Billsberry J (2005) Strategic Human Resource Management: Theory and Practice' 2nd edition, SAGE publications Ltd, London, USA. Torrington D, Hall L and Taylor S (2005) Human Resource Management' 6th edition, Prentice Hall, Essex, England.