Nutrition and Body Essay Example for Free

Nutrition and Body Essay All macromolecules are essential to the body. One has to have the right amount of all of the macromolecules in order to be healthy. It is believed that high protein diets with carbohydrate restriction causes weight loss. However as a result of high protein diet, one damages his/her kidney which is responsible for filtering proteins from blood. In the article, Janine says, â€Å"If you eat too much proteins and not enough carbs you can ruin your kidneys forever.† I agree with Janine, one has to have enough carbohydrates. Carbohydrates are important in the body as they provide energy for short term storage. However if one does not have enough carbohydrates in his/her diet, it affects the brain. Glucose from carbs is the fuel that brain uses to produce energy that moves and motivates one therefore one has to have glucose in the body. Mitchell has this misunderstanding about carbs and fat. Mitchell thinks that if one cuts down on carbs, he/she is actually training the body to burn fat instead. Fats and carbohydrates are two different things. If one is gaining weight, that’s because of calories. The amount of calories one takes causes obesity. Obesity is linked with poor body image. A positive body image is maintained by eating foods that contain fewer calories in it. A person’s weight is affected by genetic inheritance, nutrition and physical activity. Perceived body size is affected by media, puberty, and peer groups. All these factors affect body weight and perceived body size. Metabolism refers to all chemical processes that go on continuously inside the body. The amount of kilojoules your body burns at any given time is affected by your metabolism. Thyroid gland located below the larynx produces thyroid hormone which controls metabolism, growth, body temperature, muscle strength and appetite. Homeostasis is the process used by the body to maintain a stable internal environment. Hormonal regulation of metabolism such as when blood sugar levels rise in the body, insulin is secreted by the pancreas to covert glucose into glycogen, and when sugar levels in blood fall, glucagon is secreted by the pancreas to convert glycogen into glucose. If people have high blood sugar, they get diabetes. If people have low blood sugars, they get headaches, hunger, pale skin etc. Maintaining a normal blood sugar level is very important in the body. In the article, Mitchell says, â€Å"I get pretty hungry and I was getting headaches.† I think it’s because of having low blood sugar level. Mitchell has high  insulin and less glucagon hormone in the body. The advice I would give to Mitchell is to stop dieting and eat healthy foods that contain fewer calories. Mitchell needs to have physical exercises, healthy foods and self-concept.

The value of the Sime Darby Brand

The value of the Sime Darby Brand Founded in 1910, now Sime Darby (Holding Company-Divers) is ranked at 9 in 50 most valuable brands in Malaysia. Sime Darby Berhad Malaysia is leading Oil and Gas Services is fully innovative and productive company leading in Malaysia. Sime Darby Berhad consists of several components of business units such as plantation, property, industrial, motors, energy and utilities and healthcare as well. The main vision of the company is we are building our tomorrows, today (www.simedarby.com). The Sime Darby in 1910 got the name from two European business partners by name; William Sime and Henry Darby. William Sime, a traveler and adventurer from Scotland, ventured to Malaysia when he was in his late 30s. Sime Darby Berhad is the largest conglomerate in Malaysia and one of the largest in Southeast Asia . Within its territory are more than 270 operating companies in 23 countries, while foreign operations in Hong Kong of which account for 25% of revenues, Singapore (14 %), and Australia (11%). The company generates 38 percent of its revenues domestically. Its broadly diversified activities include a wide range of industries, with the core businesses being plantations including oil palm and the companys original business, rubber, tire manufacturing, heavy equipment and motor vehicle distribution, property development, power generation, and engineering services. Natural rubber synthetic rubber was still being developed and had just been introduced to the country from Brazil. Sime and other entrepreneurs at the time recognized that the climate of Malaysias jungle region was similar to that of Brazils. Therefore, rubber could just as easily be grown in that country and sold not only in Malaysia but throughout Southeast Asia and the world. However, Sime Darby encountered opposition to its venture from locals, who were wary of outsiders coming in to operate a plantation in Malacca, in order to overcome this, Sime and Darby forged friendships with several members of the Chinese business community. The company expanded, becoming a manager for owners of other plantations and then moving into the trading end of the industry. Sime set up a branch office in Singapore in 1915 and shortly thereafter established a marketing office in London. Demand for rubber eventually outstripped Sime Darbys production capacity, and by the late 1920s the company found it necessary to clear more jungle. To do so, Sime Darby purchased Sarawak Trading Company in 1929. Sarawak (later renamed Tractors Malaysia) held the franchise for Caterpillar heavy earthmoving equipment. That important purchase signaled Sime Darbys expansion into the heavy equipment business, which would eventually become a major component of its expansive network. In 1936 the companys head office was relocated from Malacca to Singapore. Sime Darby made a fortune in the global rubber industry during the 1920s and 1930s. Growth in the industry began to fade, however, as natural rubber was gradually supplanted by synthetic rubber. Sales of natural rubber boomed during World War II as warring nations purchased all available supplies. The war, however, also led to significant advancements in synthetic rubber technology. A good deal of it was used to acquire other companies, thereby expanding Sime Darbys reach into several other industries. Much of Sime Darbys success during that period was attributable to its acquisition of the giant Seafield Estate in 1971 and the establishment of Consolidated Plantations Berhad that same year. Through Consolidated Plantations, which became the companys main plantation subsidiary, Sime Darby became a leading force in the regions thriving agricultural sector. In addition to growing the oil palms and cocoa, the company began processing the crops into finished products for sale throughout the world. As its sales and profits spiraled upward during the early and mid-1970s, Sime Darby became a shiny feather in Britains cap. To the surprise and chagrin of the British stockholders, however, the company was wrested from their control by the Malaysian government late in 1976. The intriguing events leading up to the takeover began in the early 1970s. During that time, Sime Darbys chief executive, Denis Pinder, began investing the companys cash in new subsidiaries throughout the world. The companys stock price soared as Sime Darbys sales spiraled upward. At the same time, some observers charged that Sime Darby was engaged in corrupt business practices (with critics coining the phrase Slime Darby). Allegations of corruption were confirmed in the eyes of some detractors when, in 1973, Darbys outside auditor was found stabbed to death in his bathtub. The Singapore police ruled the death a suicide, but Pinder still ended up in prison on misdemeanor charges. Pinders successor took up where he left off, investing in numerous ventures, most of which were located in Europe. Unfortunately, many of those investments quickly soured. Some Malaysians felt that Sime Darby was taking profits from its successful domestic operations and investing them unwisely overseas. So, in 1976 the Malaysian government trading office bought up Sime Darby shares on the London stock exchange. It effectively gained control of the company and installed a board made up mostly of Asians. Also in 1976, Asian and British board members were able to agree that Tun Tan Chen Locks son, Tun Tan Siew Sin, would be an acceptable replacement as chairman of Sime Darbys board. In 1978 Sime Darby was reincorporated in Malaysia as Sime Darby Berhad. Its headquarters was moved to Kuala Lumpur the following year. Staggering in the Early 1980s; Rebounding in the Late 1980s and Early 1990s Sime Darby jettisoned some of its poorly performing assets during the late 1970s and early 1980s under Locks leadership. But it also continued investing in new ventures. It purchased the tire-making operations of B.F. Goodrich Philippines in 1981, for example, and secured the franchise rights to sell Apple Computers in southeast Asia in 1982. The addition of B.F. Goodrich Philippines marked the companys entrance into the tire manufacturing sector; also in 1981 came the establishment of Sime Darby International Tire Company, which in 1988 was renamed Sime Darby Pilipinas, Inc. In 1984 the company purchased a large stake in a Malaysian real estate development company, United Estates Berhad, and used it to begin developing plantation lands. This company later was renamed Sime UEP Properties Berhad. In Malaysia, Sime Darby acquired the franchises for BMW, Ford, and Land Rover vehicles. By the early 1980s Sime Darbys push to diversify had given it a place in almost every industry, from agricultural and manufacturing to finance and real estate. Although it did diversify into heavy equipment, real estate, and insurance businesses, new management also plowed significant amounts of cash into the companys traditional commodity and plantation operations. Sime Darby became a favorite of investors looking for a safe bet. Indeed, the mammoth enterprise tended to minimize risks after the investment mistakes of the early 1970s and seemed content to operate as a slow-growth multinational behemoth that could withstand any market downturns. Even if something did go wrong, the company had a war chest of nearly a half billion U.S. dollars from which it could draw. Unfortunately, Sime Darbys staid strategy negatively impacted its bottom line. Sales dipped to M $2.78 billion in 1992 before plunging to M$2.17 billion in 1983. Sime Darby lumbered through the mid-1980s with annual sales of less than M$2.5 billion, and net income skidded from about M$100 million in the early 1980s to a low M$59 million in 1987. To turn things around, Sime Darbys board promoted Tunku Ahmad Yahaya to chief executive. Ahmad was a veteran of the companys executive ranks and was a favorite nephew of Malaysias first prime minister, Tunku Abdul Rahman. Under Ahmads direction, the giant corporation began a slow turnaround. Significantly, Ahmad was instrumental in luring Tun Ismail to Sime Darbys board. Ismail was a highly influential central bank governor and the chairman of Sime Darbys biggest shareholder. Ismail became nonexecutive chairman of the company following the death of Tun Tan Siew Sin in 1988. During the late 1980s and early 1990s Ahmad invested much of Sime Darbys cash hoard into a bevy of new companies and ventures. Sime became a relatively big player in the global reinsurance business, for example, and tried to boost its activities related to heavy equipment and vehicle manufacturing. Most notably, Sime began pouring millions of dollars into property and tourism in key growth areas of Malaysia in an effort to get in on the development and tourism boom that began in that nation in the late 1980s. The success of that division prompted the company to invest as well in tourism overseas. Through its UEP subsidiary, for instance, Sime Darby bought a full-service resort with condominiums in Florida (Sandestin Resorts) and a hotel in Australia, among other enterprises. As the company dumped its cash into expansion and diversification, sales and profits bolted. Revenues climbed from M$2.53 billion in 1987 to M$4.98 billion in 1990 to M$6.20 billion in 1992. During the same perio d, net income soared from M$85 million to M$353 million. Sime Darby realized a stunning 65 percent average annual growth in earnings during the late 1980s and early 1990s. Despite its gains, though, critics charged that the company had concentrated too heavily on traditional commodity industries and had failed to move into the 1990s with the rest of Malaysia. In fact, Sime Darby continued to garner about 43 percent of its sales from commodity trading activities in 1993 and only 18 percent from manufacturing. The rest came from heavy equipment distribution, insurance, and its property/tourism holdings. Although building strength in those businesses had added to the companys sales and profits during the late 1980s and early 1990s, the strategy had caused Sime Darby to fall behind more progressive holding companies in the region that were participating in booming high-tech, gaming, brokering, and manufacturing sectors. Many company insiders believed that Sime Darby would have to eliminate its heavy reliance on commodity industries if it wante d to sustain long-term growth. The Crisis The companys stock price began to fall in 1993 and its rapid revenue and profit growth began to subside in comparison with late 1980s levels. In 1993 Ahmad stepped back from control of the company when he named Nik Mohamed Nik Yaacob to serve under him as chief executive. Among Mohameds first moves was to initiate the merger of the companys plantation assets, organized as Consolidated Plantations, and the parent company, The company also bolstered its regional insurance business in 1993 by joining forces with AXA of France for its insurance operations in Malaysia and Singapore. These efforts signaled an end to the companys historical emphasis on commodities and reflected Mohameds desires to increase activity in manufacturing, high-tech, financial services, and other fast-growth businesses and reduce Sime Darbys bureaucracy. The turn around after the crisis The company began increasing investments in businesses such as power generation, oil and gas, and heavy equipment exporting. In heavy equipment, Sime Darby bought the Australian distributor of Caterpillar equipment, Hastings Deering (Australia) Ltd., in 1993. In power generation, a key move came in 1994 when Sime Darby took a 40 percent interest in Port Dickson Power Sdn. Bhd., an independent power producer in Malaysia. That same year, the company acquired U.K.-based Lec Refrigeration plc, which was involved in the manufacturing, marketing, and servicing of refrigeration equipment and related products. At the same time, Mohamed worked to absorb the flurry of acquisitions conducted during the previous several years and streamline the company into some sort of cohesive whole. Despite restructuring activities, Sime Darby managed to boost sales to US$3.15 billion in 1994, about US$186 million of which was netted as income. In 1995 Sime Darby stepped up its acquisition drive through the purchase of a controlling 60.4 percent interest in United Malayan Banking Corporation from Datuk Keramat Holdings Berhad. The US$520 million purchase deepened the companys involvement in the countrys fast-growing financial services sector. United Malayan, which was the fourth largest bank in Malaysia in terms of assets, soon was reorganized as Sime Bank Berhad, with the companys brokerage arm becoming a subsidiary of Sime Bank under the name Sime Securities Sdn. Bhd. For the fiscal year ending in June 1997 Sime Darby posted record net income of M$835.8 million (US$322.9 million) on record revenues of M$13.24 billion (US$4.35 billion). Sime Bank and SimeSecurities played a key role in these stellar results (accounting for 30 percent of pretax earnings), but the eruption of the Asian financial crisis in July 1997 quickly proved that the acquisition of United Malayan had been ill-timed, if not also ill-advised. The severity of the crisis in Malaysia, which included a steep decline in the Malaysian stock market and a sharp depreciation of the ringgit (the nations currency), led Sime Bank to post the largest loss in Malaysian banking historyM$1.6 billion (US$431 million) for the six months to December 1997. In turn, Sime Darby posted its first loss in decades for the same six-month period, a loss of M$676.2 million ($172.7 million). With other Sime Darby units being hit hard by the crisis as well, the company posted the first full-year loss in its clo se to 90-year history in the 1998 fiscal year, a net loss of M$540.9 million (US$131 million). Subsequently ,it beat a hasty retreat from its aggressive expansion, determining that the prudent course would be a return to the companys core areas: plantations, property development, tire manufacturing, heavy equipment and motor vehicle distribution, and power generation. In June 1999 Sime Darby sold Sime Bank and its SimeSecurities subsidiary to Rashid Hussain, who merged it with RHB Bank to form the second largest commercial bank in Malaysia. During the 1999 fiscal year, the company also sold Sandestin Resorts for US$131 million. In 1999,it returned to the black with net earnings of M$821.8 million (US$216.3 million) on revenues of M$9.91 billion (US$2.61 billion). A further pull-back from the financial services sector came in March 2000 when Sime Darby sold its interest in Sime AXA, its insurance joint venture with AXA of France. Meantime, an area of growing interest was emerging at the turn of the millennium as Sime Darby increased its interest in Port Dickson Power to 60 percent, giving it majority control and turning Port Dickson into a company subsidiary. Flush with cash from the sale of its financial services units, Sime Darby appeared poised to make additional forays into the power generation sector. Given the near disaster of its aggressive moves into financial services, however, the company was likely to proceed with much caution in all of its future expansionary endeavors in a return to its traditional style of conservative management. Business activities: Plantation: Plantation is Sime Darby largest revenue generator with about 70% of the conglomerate profits come from this segment. The company operates palm oil and rubber plantations in Malaysia and Indonesian islands of Sumatera, Kalimantan and Sulawesi. With a land bank of over 633,000 hectares, including 300,000 hectares in Indonesia, it is one of the largest plantation company in the world. Property: The company is involved in the property development business in eight countries, namely Malaysia, Singapore, Indonesia, Philippines, Vietnam, Peoples Republic of China, Australia and United Kingdom. Industrial and Monitoring :The company is involved in the purchasing, leasing and selling of industrial equipment such as Caterpillar Inc. heavy duty trucks and tractors.. it has partnership with Ford, it sells Fords cars and trucks together with the Land Rover brand. It is also a major BMW dealer in Singapore, Australia and Thailand. In Southern China, the company sells BMW and Rolls-Royce. In addition, Sime Darby co-owns Inokom Corp Bhd, a joint-venture with Hyundai Motor Company which assembles and sells Hyundai vehicles in Malaysia. Energy Utilities: The company is an Oil and Gas services company which provides equipment for exploring oil and gas assets in the South East Asia region. The company is also an independent power provider in Malaysia and Thailand. The company also provides engineering services in the system integration and sales sectors, security and oil gas sectors. Healthcare: The company owns hospital named Sime Darby Medical Centre Subang Jaya Sdn. Bhd ,SDMC Formerly known as Subang Jaya Medical Centre, and college formerly known as SJMC Academy of Nursing and Health Sciences which was established in 1995 and now is known as Sime Darby Nursing and Health Sciences College. Other businesses: The company has a port utility company named Weifang Sime Darby Port Co Ltd. Other businesses that the company is involved in include healthcare, aerospace (divested from Asian Composites Manufacturing (ACM) in 2009), bedding, consumer and industrial products, logistics and packing.The company also owns the 30% of the Malaysian arm of Tesco stores. Sustainable Practices: Sime Darby plantations implemented Zero Burning Planting Techniques Techniques (ZBPT), a practical and environmentally sound technique of replanting, in 1989. The Board of director and audit committee profile: Company Profile Bhg Dato Mohd Bakke, was chosen on13th May 2010 as the new president and group chief executive (PGCE) and formerly group president/CEO of Felda Global ventures Holdings SDN Bhd, he has necessary experience in corporate restructuring exercises as well as in management expertise in the plantation. Dato Azhar Abdul Hamid, Chairman,board of Directors and Managing Director of Sime Darby Plantation Sdn Bhd. He is head of the Sime Darby Groups Plantation and Agri-business Division Aditheb Bisalbutr Chairman of Executive Committee (EXCOM) Member of Board of Directors Chairman of PTT Chemical International Pte. Ltd. (since October,2008)   Dr. Kongkrapan PhD. He is the group Chief Executive Officer and a member of the Board and the Executive Committee of Emery Oleochemicals Group. chemical Haris Fadzilah Hassan Executive Committee Board of Directors ,Senior Vice President of Downstream Operations, Sime Darby Plantations Sdn Bhd    Puntip Oungpasuk is the member of board of directors oversees PTT Chemicals business strategy, business development, corporate planning, corporate strategy portfolio management, innovation technology, and international businesses.   Veerasak Kositpaisal :The President and CEO of PTT Chemical Public Company Limited. Also the Chairman the Plastic Industry Club of the Federation of Thai Industries Tn Hj. Khairudin Hashim :The Head, RD Centre for Sime Darby Plantation. He is also a Board Member of several of Sime Darby Plantations subsidiaries. Now, Panel Member of the Advisory Panel for RISDA College. Mustamir Mohamad (Alternative Director) Head, Strategy and Business Development Sime Darby expanded their operations in more than 20 countries throughout the Asia, Europe, Africa, the Middle and Unites States. Sime Darby Berhad is one of the largest listed oil plantation groups. It has been estimated approximately near 6% of the total palm oil production in the world. The financial accounting standards of Sime Darby In Malaysia, a Sime Darby Berhad financial accounting standard is accordance to Malaysian Accounting Standard Board (The Sime Darby Group, 2005). The financial statements have been arranged in accordance with the Malaysian Accounting Standards Board approved accounting standards in Malaysia; comply with the Financial Reporting Standards (FRS) and the provisions of Companies the Act, 1965. The functions and powers of the Malaysian Accounting Standard Board (MASB) as provided under the Act are to (MASB, 2010): issue new accounting standards as approved accounting standards and to review, revise or adopt existing accounting standards as approved accounting standards; issue statements of principles for financial reporting; sponsor or undertake development of possible accounting standards; conduct public consultation as necessary; develop a conceptual framework for the purpose of evaluating proposed accounting standards; make such changes to proposed accounting standards as considered necessary; seek the view of the FRF in relation to new and existing standards, statement of principles, and changes to proposed standards; determine scope and application of accounting standards; and to perform such other function as the Minister of Finance may prescribe Harmonization must begin with a standardization of the reporting requirements. In Sime Darby, (Sime Darby Berhad Annual Report, 2009), the accounting standards have been issued with regards to segment reporting. The accounting standards are based on; The Directors are required by the Companies Act, 1965 (Act) to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Group and the Company at the end of the year and the results of the Group and the Company for the year. The Directors plays role in responsible in safeguard the assets of the Group and to prevent and detect fraud and other misdeed Malaysian necessities the Companies Act 1965 and on the standards of the Malaysian Accounting Standards Board. The Malaysian Accounting Standards Board (MASB) uses IAS 16-Property, Plant and Equipment, as the foundation for rising accounting standards. Convergence of accounting standards will be not achieved without significant cooperation between government and business community. The financial statements are presented in Ringgit Malaysia (RM) which is the companys functional and presentation currency. How can this company combine of  financial accounting standards between in its branches (Singapore and other countries) according to the existence accounting system In Singapore, Sime Darby Singapore Limited Is under US GAAP, Statement of Financial Accounting Standards. In United States, Sime Darby Plantation USA financial accounting standard was registered with the Securities and Exchange Commission (SEC) of the United States of America. The Securities and Exchange Commission The Securities and Exchange Commission is a U.S. regulatory agency that has the authority to establish accounting standards for publicly traded companies. The Securities Act of 1933 and the Securities Exchange Act of 1934 require certain reports to be filed with the SEC. For example, Forms 10-Q and 10-K must be filed quarterly and annually, respectively. The head of the SEC is appointed by the President of the United States. When the SEC was formed there was no standards-issuing body. However, rather than set standards, the SEC encouraged the private sector to set them. The SEC has stated that FASB standards are considered to have authoritative support. The adoption of International Accounting Standards as Philippine generally accepted accounting principles (GAAP). In Philippines, Sime Darby Pilipinas Inc, the standards financial accounting was based on Generally Accepted Accounting Principles (GAAP) in the Philippines as set forward in Philippine Financial Reporting Standards (PFRS). PFRS includes statements named PFRS and Philippine Accounting Standards (PAS), including interpretations by the Philippine Accounting Standards Council. These are the Companys first consolidated financial statements prepared in conformity with PFRS. Generally Accepted Accounting Principles (GAAP) are generally accepted because an authoritative body has set them or the accounting profession widely accepts them as appropriate. Prior to this, Philippine generally accepted accounting principles were based mainly on US-based accounting standards. According to Parker, (2010) Generally Accepted Accounting Principles (GAAP) has four basic principles. The historical cost principle requires companies to account and report based on acquisition costs rather than fair market value for most assets and liabilities. The revenue recognition principle requires to record when revenue is realized or realizable and earned, not when cash is received. The way of accounting is called accrual basis accounting. The matching principle-Expenses have to be matched with revenues as long as it is reasonable doing so. The full disclosure principle-Amount and kinds of information disclosed should be decided based on trade-off analysis as larger amount of information costs more to prepare and use it. Information disclosed should be enough to make judgment while keeping costs reasonable. In Malaysia, refer to Nathan et al, (2000) Malaysia Standard Auditing is issued by Malaysian Institute of Accountants (MIA) and the Malaysian Association of Certified Public Accountants (MACPA) to harmonize the auditing practice. The authors mentioned that in order to harmonize the accounting standard practices, Malaysia has been implementing good standards by strengthening actual accounting and auditing practices. Nathan et al, (2000) also emphasized that to maintain the relationship between national standards and international standards and as well as maintain and improved the standards; the professional accounting bodies review the published accounting statements annually and Malaysian Accounting Standard Board (MASB) were set up to ensure that; the issuance of new standards as approved accounting standards the assessment, revision or implementation as accepted accounting standards existing accounting standards go aboard on a programme to review all extant accounting standards for consistency the latest developments in International Accounting Standards (IAS), legal and regulatory reporting requirements evaluate the practical practice of International Accounting Standards (IAS) relate to application of the accounting standards According to Carlin et al, (2009) MASB to adopt global harmonization of standards (IFRSs) is a reflection of Malaysias obligation to support with global accounting standards in order to achieve harmonization with international practice. Based on the financial accounting standards between its branches, from my point of view, the process for harmonizing accounting standards seems based on a harmonious relationship among national and international standards setters. Sime Darby Berhad neither replaces nor eliminates the need for standard setters. The monitoring of reporting and agreement with approved standard and as well as regulatory body has been done by financial institutions i.e. Bank Negara. Does it succeed  to achieve that or not  if not what are the obstacles that face this company to achieve that According to Pasceri, (2005), a Chief Internal Auditor and Finance Director of Sime Darby Malaysia, Francis Anthony stated that; Nothing has changed except for disclosure requirements, which have become quite onerous today, with no doubt. As far as the statutory reporting and financial community, especially the auditors, there are more requirements to be met. Unfortunately, with the rush of regulatory changes in the US and their impact on international accounting standards, we have erred in moving too much towards a rule-based environment. As far as the basic accounting system goes management reporting and management accounting thats not changed. The basic principles are the same except for today you must ensure stricter compliance with cross-border and transfer pricing rules and be more familiar with management decision-making techniques for risk management. Francis Anthony also pointed out that; There is overload now even for wellrun companies and I think it is maximised, and the challenge now is balancing. The challenges of Sime Darby faces today is just that the audit management need to maintain and balance the role and keep side by side of all regulatory changes on finance. Having worked in multiple jurisdictions in the region Anthony finds that for companies in Hong Kong and the other local exchanges like Malaysia and Singapore, there are varying degrees of reporting requirements that will be getting more and more stringent with SarOx (Pasceri, 2005). Internal and External Audit Duties and comments To say that the group had processes in place its just that they had not been implemented properly certainly laughable because it is all too  familiar. If one was to seriously respond to this excuse, it would be that is why you have internal and external auditors. And when the internal auditors raised the red flag in August 2008, it was conveniently swept under the carpet! If the excuse was that, the non-executive independent directors were obliged to give the benefit of the doubt to management, the external auditors, Price Waterhouse Coopers (PWC) certainly had no such obligation or professional reason to do so! This was their red flag to delve into the issue of cost over-runs including its recovery of such costs. This is no more an ordinary run of the mill statutory audit. PWC had been put on enquiry and were obliged to look into the concern meticulously. The question to be answered is that, what did PWC do? They signed off the accounts of Sime Darby for 2008 and 2009 with a clean audit report! Not even an emphasis of matter especially on the possible cost over-runs and its recoverability! The fact that official media had highlighted these matters, besides the media report prior to the finalization of the 2008 and 2009 accounts speak volumes about the role (or lack of it) of PWC The official media currently has been quite polite about this latest incident .yes, they have been polite relatively speaking, but if you read in between the lines, the insinuation is the total collapse in the check and balance roles of the other parties involved with Sime Darby notably the auditors and members of the Audit Committee headed by the ex-chairman of PWC. Andrew Sheng, a proponent of strong corporate governance is unfortunately embroiled in this mess as director and he cannot easily extricate himself out of this especially when he was appointed in 2007.He has to regain credibility by insisting massive and fundamental changes to the way things are done in the Malaysian corporate world in general and Sime Darby in particular. The audit committee In April 2008, for example, there were news reports that Sime Darby Engineering Sdn Bhd had incurred cost overruns of between RM120mil and RM150mil in its offshore engineering, procurement, construction, installation and commissioning project for Maersk Oil Qatar (MOQ). In February 2009, a report also alleged that there had been costs overruns in the same project, but this time, the figure mentioned was far bigger. At a media briefing on Feb 4, Zubir dismissed this: Theres no such thing as the RM800mil losses. The Minority Watchdog Group (MSWG) wrote to Sime Darby chairman Tun Musa Hitam in March 2009 on issues in the energy and utilities division. At the companys AGM last November, the MSWG also raised questions about the divisions shrinking bottom-lin

Theories of Organizational Behaviour

Theories of Organizational Behaviour Introduction Organization is an influential association or society processing towards the identified target expecting positive outcomes through the specific mission and vision. Each organization is consisting of two main systems, named as technical and social. Technical System regards the way supplies and services proceed and Social system is the employees are organized, trained and consulted. Balance between the technical and the social systems determine the final outcome. Accomplished, flexible and dedicated people are obligatory to facilitate the organization to achieve improved performance. Commonplace industry climate is amplified with the fast modifications and violent competition. It is well-known truth; happy workers who work in the peaceful and supportive environment play the vital role behind any success business story in the todays point of view. Especially in todays context, Organization is seldom succeeded, exclusive of the physically powerful study of organizational behavior because employee job satisfaction is adding extra weighed averaged force to drive the company towards its correct direction reducing the friction occurred due to hostile competition and the complicated employee movements. 1.2 Importance/significance of the organization behavior Recruitment interviews hardly determine the employees attitudes over the assign work as well as the behavior within the working environment. Therefore, Organization Behavior is the most significant measuring tool which helps the Managers to evaluate employee capacities and interactions within their departments. Smooth handling of social system is vital to maintain the quality production. It is not that easy to preserve the peaceful social environment without identifying the attitude and behavior of the people who work for the organization. Todays organizations are frequently tolerated with variable demands, experiencing surprising mutations, and unrest changes in each moment. In this situations, Smart and quick management changes will help and leadership will be more effective to face Screening organization as stopped up system is no longer valid, it is necessity to treat it as a live organized system sharing the resources and the metabolites each other. Organization Behavior assists to keep the institution alive through the globalization. Since organization is a social system, relationships are crucial to the organization for their popularity. Improving quality and productivity solely depends on the positive relationships of the organizations. 1.3 Although, Organization Behavior associates several components this article is restricted for only following four areas. Literature Revive According to the definition, Organization behavior is a study and application of awareness concerning how individuals and groups act in organization. Mainly, Organization behavior can be separated in to two main processes for easy understands. Formal Organization Behavior Each and every employee undergoes with certain law and order towards carried out their duties. Controlling professional movement by applied regulations and condition is known as formal organizational behavior. Example arrival and departure times, leave criterias, uniform requirements etc. Formal organizational behavior helps to keep the organization in correct track but it does enough to produce effective and quality service generating significance. Informal Organization Behavior Informal Organization Behavior that have to do with interactions or relationships among employees in the organization forming a group to give their selves of belongingness and oneness. Informal Organization Behavior is critical and essential for the success. Although workers who work under one roof aiming one direction, they came from different environmental strata. In this situation, organization environment must be employee friendly to motivate all as one team. Organization Behavior is practical behavioral science; it is built upon the contribution from a number of behavioral disciplines such as such as Psychology, Sociology, Social Psychology, Anthropology, etc. Common role of the above mentioned sciences is to build better relationships by achieving human objectives, organizational objectives, and social objectives. 4.1 Leadership All the organizations are driven with a desire to achieve a set of goals. Any organization without a goal will not survive in the present context or simply may not be considered as an organization. Once the goals are set or agreed upon its very important to motivate, supervise, innovate new ideas and make necessary changes in the organization to accomplish them. There are several changes take place in every moment and one may have to adapt different approaches to keep the goals alive. A strong leadership is one of the most significant factors that help to become successful. Good leader should be able to get the maximum service from everybody while providing them a self satisfaction. He should be a person that others could rely upon. Unexpected situations may arise suddenly in any place. Natural disasters, economical hardships, and illnesses are some to be mentioned as some examples. The leadership should take corrective measures instantly to face such changes. The leadership provided by the work foreman during the last years disaster in coal mine in Chile was a good example for such an unexpected situation. His goal was to look after the day to day activities of the mine. But when they faced a situation that had to struggle for life he quickly led everybody to achieve that. He provided them with necessary organizational structure for long survival with whatever the foods available at that moment. He kept everybodys moral and they ended up in success at the end as the group that survived in such a depth in ground for the longest period 4.2 Group behaviour Positive organizational behaviour is essential for an organization to achieve their goals. Understanding the individual and group behaviour is key part of it. The groups attitudes, communication systems, different personalities, abilities (skills), virtues and leadership qualities affect the working capacity of the organization. The managerial structure and the leaders of the organization should identify all these aspects in order to understand the strengths and weaknesses of their workers. The strengths need praises and improvements. Weaknesses should be address promptly with positive approach. Recently most of the government and private sector organizations have started to train new batches of workers together for sometime. This will improve the inter relationships of group members and when they start to work it eases the communication barriers. They tend to work as a group rather than trying their individual skills. The army and other security forces apply the same principals while training small groups for specific targets. They have shown utmost success in this process during the war situations. Sri Lanka is one of the countries with lot of disputes among professionals in health sector. This has become an unpleasant experience to the general public. One of the proposed solutions to overcome this is to train the entire health professional in a single institute as a single group at the beginning. They do things together; learn together for some time developing special bonds among them. Then the various groups will divert in to different training process depending on their requirements and they will have different exit points. Still they will have the opportunity to get together when ever there are common learning and teaching goals. This will minimize the disputes and fighting among them in future while practicing their professions. 4.3 Training and Development The technology, approach, culture and requirements of people change gradually. Even though the changes may not be readily visible they take place in slow pace. The early pick up of these changes and making necessary changes would upgrade the organizations to a leader in the society. Constant training of the workers on the newer developments in the field of technology, especially things like equipments and information technology will keep the organization updated. The one who achieve this goal will ultimately become the winner. The world is facing an uphill task in managing the fossil fuels. The available fossil fuel level is going down and the demand is sky rocketing daily. Various countries are taking different approaches to control the situation. India, China and Korea came forward with small fuel efficient vehicles and now they have become the market leaders ahead of European and Japanese auto makers. The changes are coming in the field of education too. The curricular in universities and schools are changing gradually. The teaching methods are reaching in to different era. More teaching is done with the help of information technology. The face to face teacher student sessions are being replaced with other activities. The students are able to obtain degree and post graduate qualifications online. 4.4 Change of management Change management is an accepted concept in organizations. It will bring forward several changes into an organization to achieve future targets. The mission, vision, leadership, technology, attitude, planning and personal changes have to take place in order to face the current and future challengers. Especially organizations targeting the market need to keep a vigilant eye on the trends. Accurate prediction of their market share and how to improve from the present situation depend on the success of the changes that were adapted. It is very important to monitor the changes applied as to see whether they are reaching towards the set goal. It will be wasting of money and resources if a proper monitoring process is not there to do so. Recent research in to the most demanding jobs in the world revealed that the seven out of ten of the most demanding jobs were not listed as jobs a decade ago. No one had predicted that such a demand will arise for unknown jobs in ten years time. This shows the available scope for the management change to take place in society.

How does Betchman portray the weakness of English Middle Classes in Ess

How does Betchman portray the weakness of English Middle Classes in Westminster Abbey? In the poem 'In Westminster Abbey' the poet (John Betchman) speaks in from the view of a lady living in the English middle classes in the period, in which the Second World War took place. The poet has set the poem in the head of the heart of England's church, Westminster Abbey. The poet narrates to the reads the feelings of this lady and her feelings of the war, but what the poet does in mainly stereotype all women in the English middle classes at the time. In the following I shall talk about how poet portrays the weakness of the English middle classes. The poem starts of with the lady talking to god and continues through out with this lady talking to god. The poet sustains a continues rhythm through out with a regular four beats in each line, for example 'LET me TAKE this OTHER glove OFF' , this technique retains the readers interest in the poem since the this technique has been used consistently through out the poem. An additional technique that the poet has used is couplets this is another method that stays persistent through the poem, for example in the first stanza lines two and four; 'Let me take this other glove off As the vox Humana swells And the beauteous fields of Eden Bask beneath the Abbey bells.' This is another example of the poet trying to keep the reader attracted to the poem through out, and keep a persistent flow. As one reads the poem they expected to realize that that the lady has a selfish attitude, this is shown in many aspects of the poem one of which is shown in the second stanza; 'Gracious Lord, OH BOMB THE GERMANS, Spare their women for thy sake, If that is not too ea... ...mpire, this I think the poet also narrates this fact in the third stanza; 'Keep our Empire undismembered Guide our forces by Thy Hand,' Here the lady is asking God keep the Empire united and to guide them to victory. In conclusion the poet portrays a major weakness of the English middle classes in the poem 'In Westminster Abbey', although they were wealthy, well educated for the time's standards and considered as of a superior status than others. One is led to believe that they lacked the understanding and wisdom that people generally have today, also they were selfish and ironic which have learnt from lines like 'Don't let anyone bomb me' and 'If that is not too easy'. I have made these statements from the assumption that the reader is led to believe that this poem is a stereotype and a generalized view or opinion of the English middle classes.

Claude Debussy and Ludwig van Beethoven Essay -- music, composer, clas

Dmitri Shostakovich, a 20th century Russian composer and pianist, once said, â€Å"A creative artist works on his next composition because he was not satisfied with his previous one." Is this why composers can compose many pieces in such a short life span? Take Claude Debussy for example. He composed 141 pieces even though he only lived for 56 years. And what about the great Ludwig van Beethoven? He composed 138 pieces although he only lived for 56 years and despite the fact that he began to lose his hearing at the age of 29. But how do these two great composers have the inspiration of writing song after song without running out of ideas? Well, the appropriate word to describe all of this is â€Å"influence†. Of course, Debussy and Beethoven had their own trademarks in the music world but they do share some similarities in their works. Many people know that Debussy and Beethoven composed many great classical works but they did compose some ‘jazz like’ works over their music career. Noted composer, scholar, and educator Gunther Schuller wrote an article entitled â€Å"Jazz on Classical: Classical on Jazz†. In this article, he mentioned that jazz musicians of today and yesteryear have been attracted to works by classical composers and have drawn upon the inventive usage of harmonies employed by classical composers, including Debussy and Beethoven. Debussy had a profound impact on contemporary soundtrack composers such as John Williams because Debussy's colorful and evocative style translated easily into an emotional language for use in motion picture scores. Unfortunately, Gunther Schuller did not follow Beethoven’s influence on today’s jazz artists. He did not write more about his influences toward jazz (Schuller,2013). One thing that bo... .../www.poets.org/poet.php/prmPID/2013. Last accessed 23 Oct 2013. Chronicle of Jazz. (2013). Changing Modes. Available: http://www.abbeville.com/jazz/146.asp. Last accessed 21 Oct 2013. Emerson, R. (2013). Quotes. Available: http://danthemans.squidoo.com/favourite-quotes-about-strength. Last accessed 23 Oct 2013. Famous People. (2013). Claude Debussy. Available: http://www.thefamouspeople.com/profiles/claude-debussy-400.php. Last accessed 22 Oct 2013. Kamien, R. (2011). Music An Appreciation. New York: McGraw-Hill. 374-377. Pearson Education. (2013). Claude Achille Debussy. Available: http://infoplease/com/encyclopedia/people/debussy-claude-achille.html. Last accessed 21 Oct 2013. Schuller, G. (2013). Jazz on Classical: Classical on Jazz. Available: http://www.boosey.com/cr/news/Jazz-on-Classical-Classical-on-Jazz/11351. Last accessed 26 Oct 2013.

The Vampire Diaries: The Awakening Chapter Eight

Elena had gone into the bathroom dazed and numbly grateful. She came out angry. She wasn't quite sure how the transformation had taken place. But sometime while she was washing the scratches on her face and arms, annoyed at the lack of a mirror and at the fact she'd left her purse in Tyler's convertible, she startedfeeling again. And what she felt was anger. Damn Stefan Salvatore. So cold and controlled even while saving her life. Damn him for his politeness, and for his gallantry, and for the walls around him that seemed thicker and higher than ever. She pulled the remaining bobby pins out of her hair and used them to fasten the front of her dress together. Then she ran through her loosened hair quickly with an engraved bone comb she found by the sink. She came out of the bathroom with her chin held high and her eyes narrowed. He hadn't put his coat back on. He was standing by the window in his white sweater with bowed head, tense, waiting. Without lifting his head, he gestured to a length of dark velvet laid over the back of a chair. â€Å"You might want to put that on over your dress.† It was a full-length cloak, very rich and soft, with a hood. Elena pulled the heavy material around her shoulders. But she was not mollified by the gift; she noticed that Stefan hadn't come any closer to her, or even looked at her while speaking. Deliberately, she invaded his territorial space, pulling the cloak more tightly about her and feeling, even at that moment, a sensual appreciation of the way the folds fell about her, trailing behind her on the floor. She walked up to him and made an examination of the heavy mahogany dresser by the window. On it lay a wicked-looking dagger with an ivory hilt and a beautiful agate cup mounted in silver. There were also a golden sphere with some sort of dial set into it and several loose gold coins. She picked up one of the coins, partly because it was interesting and partly because she knew it would upset him to see her handling his things. â€Å"What's this?† It was a moment before he answered. Then he said: â€Å"A gold florin. A Florentine coin.† â€Å"And what's this?† â€Å"A German pendant watch. Late fifteenth century,† he said distractedly. He added, â€Å"Elena-† She reached for a small iron coffer with a hinged lid. â€Å"What about this? Does it open?† â€Å"No.† He had the reflexes of a cat; his hand slapped over the coffer, holding the lid down. â€Å"That's private,† he said, the strain obvious in his voice. She noticed that his hand made contact only with the curving iron lid and not with her flesh. She lifted her fingers, and he drew back at once. Suddenly, her anger was too great to hold in any longer. â€Å"Careful,† she said savagely. â€Å"Don't touch me, or you might get a disease.† He turned away toward the window. And yet even as she moved away herself, walking back to the center of the room, she could sense his watching her reflection. And she knew, suddenly, what she must look like to him, pale hair spilling over the blackness of the cape, one white hand holding the velvet closed at her throat. A ravaged princess pacing in her tower. She tilted her head far back to look at the trapdoor in the ceiling, and heard a soft, distinct intake of breath. When she turned, his gaze was fixed on her exposed throat; the look in his eyes confused her. But the next moment his face hardened, closing her out. â€Å"I think,† he said, â€Å"that I had better get you home.† In that instant, she wanted to hurt him, to make him feel as bad as he'd made her feel. But she also wanted the truth. She was tired of this game, tired of scheming and plotting and trying to read Stefan Salvatore's mind. It was terrifying and yet a wonderful relief to hear her own voice saying the words she'd been thinking so long. â€Å"Why do you hate me?† He stared at her. For a moment he couldn't seem to find words. Then he said, â€Å"I don't hate you.† â€Å"You do,† said Elena. â€Å"I know it's not†¦ not good manners to say it, but I don't care. I know I should be grateful to you for saving me tonight, but I don't care about that, either. I didn't ask you to save me. I don't know why you were even in the graveyard in the first place. And I certainly don't understand why you did it, considering the way you feel about me.† He was shaking his head, but his voice was soft. â€Å"I don't hate you.† â€Å"From the very beginning, you've avoided me as if I were†¦ were some kind of leper. I tried to be friendly to you, and you threw it back in my face. Is that what agentleman does when someone tries to welcome him?† He was trying to say something now, but she swept on, heedless. â€Å"You've snubbed me in public time after time; you've humiliated me at school. You wouldn't be speaking to me now if it hadn't been a matter of life or death. Is that what it takes to get a word out of you? Does someone have to nearly be murdered? â€Å"And even now,† she continued bitterly, â€Å"you don't want me to get anywhere near you. What's the matter with you, Stefan Salvatore, that you have to live this way? That you have to build walls against other people to keep them out? That you can't trust anyone?What's wrong with you ?† He was silent now, his face averted. She took a deep breath and then straightened her shoulders, holding her head up even though her eyes were sore and burning. â€Å"And what's wrong withme ,† she added, more quietly, â€Å"that you can't even look at me, but you can let Caroline Forbes fall all over you? I have a right to know that, at least. I won't ever bother you again, I won't even talk to you at school, but I want to know the truth before I go. Why do you hate me so much, Stefan?† Slowly, he turned and raised his head. His eyes were bleak, sightless, and something twisted in Elena at the pain she saw on his face. His voice was still controlled-but barely. She could hear the effort it cost him to keep it steady. â€Å"Yes,† he said, â€Å"I think you do have a right to know. Elena.† He looked at her then, meeting her eyes directly, and she thought, That bad? What could be as bad as that? â€Å"I don't hate you,† he continued, pronouncing each word carefully, distinctly. â€Å"I've never hated you. But you†¦ remind me of someone.† Elena was taken aback. Whatever she'd expected, it wasn't this. â€Å"I remind you of someone else you know?† â€Å"Of someone I knew,† he said quietly. â€Å"But,† he added slowly, as if puzzling something out for himself, â€Å"you're not like her, really. She looked like you, but she was fragile, delicate. Vulnerable. Inside as well as out.† â€Å"And I'm not.† He made a sound that would have been a laugh if there had been any humor in it. â€Å"No. You're a fighter. You are†¦ yourself.† Elena was silent for a moment. She could not keep hold of her anger, seeing the pain on his face. â€Å"You were very close to her?† â€Å"Yes.† â€Å"What happened?† There was a long pause, so long that Elena thought he wasn't going to answer her. But at last he said, â€Å"She died.† Elena let out a tremulous breath. The last of her anger folded up and disappeared from under her. â€Å"That must have hurt terribly,† she said softly, thinking of the white Gilbert headstone among the rye grass. â€Å"I'm so sorry.† He said nothing. His face had closed again, and he seemed to be looking far away at something, something terrible and heartbreaking that only he could see. But there was not just grief in his expression. Through the walls, through all his trembling control, she could see the tortured look of unbearable guilt and loneliness. A look so lost and haunted that she had moved to his side before she knew what she was doing. â€Å"Stefan,† she whispered. He didn't seem to hear her; he seemed to be adrift in his own world of misery. She could not stop herself from laying a hand on his arm. â€Å"Stefan, I know how it can hurt-† â€Å"You can't know,† he exploded, all his quietness erupting into white rage. He looked down at her hand as if just realizing it was there, as if infuriated at her effrontery in touching him. His green eyes were dilated and dark as he shook her hand off, flinging a hand up to bar her from touching him again- -and somehow, instead, he was holding her hand, his fingers tightly interlocked with hers, hanging on for dear life. He looked down at their locked hands in bewilderment. Then, slowly, his gaze moved from their clasping fingers to her face. â€Å"Elena†¦Ã¢â‚¬  he whispered. And then she saw it, the anguish shattering his gaze, as if he simply couldn't fight any longer. The defeat as the walls finally crumbled and she saw what was underneath. And then, helplessly, he bent his head down to her lips. â€Å"Wait-stop here,† said Bonnie. â€Å"I thought I saw something.† Matt's battered Ford slowed, edging toward the side of the road, where brambles and bushes grew thickly. Something white glimmered there, coming toward them. â€Å"Oh, my God,† said Meredith. â€Å"It's Vickie Bennett.† The girl stumbled into the path of the headlights and stood there, wavering, as Matt hit the brakes. Her light-brown hair was tangled and in disarray, and her eyes stared glassily out of a face that was smudged and grimy with dirt. She was wearing only a thin white slip. â€Å"Get her in the car,† said Matt. Meredith was already opening the car door. She jumped out and ran up to the dazed girl. â€Å"Vickie, are you all right? What happened to you?† Vickie moaned, still looking straight ahead. Then she suddenly seemed to see Meredith, and she clutched at her, digging her nails into Meredith's arms. â€Å"Get out of here,† she said, her eyes filled with desperate intensity, her voice strange and thick, as if she had something in her mouth. â€Å"All of you-get out of here! It's coming.† â€Å"What's coming? Vickie, where is Elena?† â€Å"Get outnow . †¦Ã¢â‚¬  Meredith looked down the road, then led the shaking girl back to the car. â€Å"We'll take you away,† she said, â€Å"but you have to tell us what's happened. Bonnie, give me your wrap. She's freezing.† â€Å"She's been hurt,† said Matt grimly. â€Å"And she's in shock or something. The question is, where are the others? Vickie, was Elena with you?† Vickie sobbed, putting her hands over her face as Meredith settled Bonnie's iridescent pink wrap around her shoulders. â€Å"No†¦ Dick,† she said indistinctly. It seemed to hurt her to speak. â€Å"We were in the church†¦ it was horrible. It came†¦ like mist all around. Dark mist. And eyes. I saw its eyes in the dark there, burning. They burnt me†¦Ã¢â‚¬  â€Å"She's delirious,† said Bonnie. â€Å"Or hysterical, or whatever you call it.† Matt spoke slowly and clearly. â€Å"Vickie, please, just tell us one thing. Where is Elena? What happened to her?† â€Å"I don't know .† Vickie lifted a tear-stained face to the sky. â€Å"Dick and I-we were alone. We were†¦ and then suddenly it was all around us. I couldn't run. Elena said the tomb had opened. Maybe that was where it came from. It was horrible†¦Ã¢â‚¬  â€Å"They were in the cemetery, in the ruined church,† Meredith interpreted. â€Å"And Elena was with them. And look at this.† In the overhead light, they could all see the deep fresh scratches running down Vickie's neck to the lace bodice of her slip. â€Å"They look like animal marks,† said Bonnie. â€Å"Like the marks of cat's claws, maybe.† â€Å"No cat got that old man under the bridge,† said Matt. His face was pale, and muscles stood out in his jaw. Meredith followed his gaze down the road and then shook her head. â€Å"Matt, we have to take her back first. We have to,† she said. â€Å"Listen to me, I'm as worried about Elena as you are. But Vickie needs a doctor, and we need to call the police. We don't have any choice. We have to go back.† Matt stared down the road for another long moment, then let out his breath in a hiss. Slamming the door shut, he put the car into gear and turned it around, each motion violent. All the way back to town, Vickie moaned about the eyes. Elena felt Stefan's lips meet hers. And†¦ it was as simple as that. All questions answered, all fears put to rest, all doubts removed. What she felt was not merely passion, but a bruising tenderness and a love so strong it made her shake inside. It would have been frightening in its intensity, except that while she was with him, she could not be afraid of anything. She had come home. This was where she belonged, and she had found it at last. With Stefan, she was home. He pulled back slightly, and she could feel that he was trembling. â€Å"Oh, Elena,† he whispered against her lips. We can't- â€Å"We already have,† she whispered, and drew him back down again. It was almost as if she could hear his thoughts, could feel his feelings. Pleasure and desire raced between them, connecting them, drawing them closer. And Elena sensed, too, a wellspring of deeper emotions within him. He wanted to hold her forever, to protect her from all harm. He wanted to defend her from any evil that threatened her. He wanted to join his life with hers. She felt the tender pressure of his lips on hers, and she could hardly bear the sweetness of it. Yes , she thought. Sensation rippled through her like waves on a still, clear pond. She was drowning in it, both the joy she sensed in Stefan and the delicious answering surge in herself. Stefan's love bathed her, shone through her, lighting every dark place in her soul like the sun. She trembled with pleasure, with love, and with longing. He drew back slowly, as if he could not bear to part from her, and they looked into each other's eyes with wondering joy. They did not speak. There was no need for words. He stroked her hair, with a touch so light that she could scarcely feel it, as if he was afraid she might break in his hands. She knew, then, that it had not been hatred that had made him avoid her for so long. No, it had not been hatred at all. Elena had no idea how much later it was that they quietly went down the stairs of the boarding house. At any other time, she would have been thrilled to get into Stefan's sleek black car, but tonight she scarcely noticed it. He held her hand as they drove through the deserted streets. The first thing Elena saw as they approached her house was the lights. â€Å"It's the police,† she said, finding her voice with some difficulty. It was odd to talk after being silent so long. â€Å"And that's Robert's car in the driveway, and there's Matt's,† she said. She looked at Stefan, and the peace that had filled her suddenly seemed fragile. â€Å"I wonder what happened. You don't suppose Tyler's already told them†¦ ?† â€Å"Even Tyler wouldn't be that stupid,† said Stefan. He pulled up behind one of the police cars, and reluctantly Elena unclasped her hand from his. She wished with all her heart that she and Stefan could just be alone together, that they would never need to face the world. But there was no help for it. They walked up the pathway to the door, which was open. Inside, the house was a blaze of lights. Entering, Elena saw what seemed like dozens of faces turned toward her. She had a sudden vision of what she must look like, standing there in the doorway in the sweeping black velvet cloak, with Stefan Salvatore at her side. And then Aunt Judith gave a cry and was holding her in her arms, shaking her and hugging her all at once. â€Å"Elena! Oh, thank God you're safe. But where have you been? And why didn't you call? Do you realize what you've put everyone through?† Elena stared around the room in bewilderment. She didn't understand a thing. â€Å"We're just glad to see you back,† said Robert. â€Å"I've been at the boarding house, with Stefan,† she said slowly. â€Å"Aunt Judith, this is Stefan Salvatore; he rents a room there. He brought me back.† â€Å"Thank you,† said Aunt Judith to Stefan over Elena's head. Then, pulling back to look at Elena, she said, â€Å"But your dress, your hair-what happened?† â€Å"You don't know? Then Tyler didn't tell you. But then why are the police here?† Elena edged toward Stefan instinctively, and she felt him move closer to her in protection. â€Å"They're here because Vickie Bennett was attacked in the cemetery tonight,† said Matt. He and Bonnie and Meredith were standing behind Aunt Judith and Robert, looking relieved and a little awkward and more than a little tired. â€Å"We found her maybe two, three hours ago, and we've been looking for you ever since.† â€Å"Attacked?† said Elena, stunned. â€Å"Attacked by what?† â€Å"Nobody knows,† said Meredith. â€Å"Well, now, it may be nothing to worry about,† said Robert comfortingly. â€Å"The doctor said she'd had a bad scare, and that she'd been drinking. The whole thing may have been in her imagination.† â€Å"Those scratches weren't imaginary,† said Matt, polite but stubborn. â€Å"What scratches? What are you talking about?† Elena demanded, looking from one face to another. â€Å"I'll tell you,† said Meredith, and she explained, succinctly, how she and the others had found Vickie. â€Å"She kept saying she didn't know where you were, that she was alone with Dick when it happened. And when we got her back here, the doctor said he couldn't find anything conclusive. She wasn't really hurt except for the scratches, and they could have been from a cat.† â€Å"There were no other marks on her?† said Stefan sharply. It was the first time he'd spoken since entering the house, and Elena looked at him, surprised by his tone. â€Å"No,† said Meredith. â€Å"Of course, a cat didn't tear her clothes off-but Dick might have. Oh, and her tongue was bitten.† â€Å"What?† said Elena. â€Å"Badly bitten, I mean. It must have bled a lot, and it hurts her to talk now.† Beside Elena, Stefan had gone very still. â€Å"Did she have any explanation for what happened?† â€Å"She was hysterical,† Matt said. â€Å"Really hysterical; she wasn't making any sense. She kept babbling about eyes and dark mist and not being able to run-which is why the doctor thinks maybe it was some sort of hallucination. But as far as anyone can make out, the facts are that she and Dick Carter were in the ruined church by the cemetery at about midnight, and that something came in and attacked her there.† Bonnie added, â€Å"It didn't attack Dick, which at least shows it had, some taste. The police found him passed out on the church floor, and he doesn't remember a thing.† But Elena scarcely heard the last words. Something had gone terribly wrong with Stefan. She couldn't tell how she knew it, but she knew. He had stiffened as Matt finished speaking, and now, though he hadn't moved, she felt as if a great distance was separating them, as if she and he were on opposite sides of a rifting, cracking floe of ice. He said, in the terribly controlled voice she had heard before in his room, â€Å"In the church, Matt?† â€Å"Yes, in the ruined church,† Matt said. â€Å"And you're sure she said it was midnight?† â€Å"She couldn't be positive, but it must have been sometime around then. We found her not long after. Why?† Stefan said nothing. Elena could feel the gulf between them widening. â€Å"Stefan,† she whispered. Then, aloud, she said desperately, â€Å"Stefan, what is it?† He shook his head. Don't shut me out, she thought, but he wouldn't even look at her. â€Å"Will she live?† he asked abruptly. â€Å"The doctor said there was nothing much wrong with her,† Matt said. â€Å"Nobody's even suggested she might die.† Stefan's nod was abrupt; then he turned to Elena. â€Å"I've got to go,† he said. â€Å"You're safe now.† She caught his hand as he turned away. â€Å"Of course I'm safe,† she said. â€Å"Because of you.† â€Å"Yes,† he said. But there was no response in his eyes. They were shielded, dull. â€Å"Call me tomorrow.† She squeezed his hand, trying to convey what she felt under the scrutiny of all those watching eyes. She willed him to understand. He looked down at their hands with no expression at all, then, slowly, back up at her. And then, at last, he returned the pressure of her fingers. â€Å"Yes, Elena,† he whispered, his eyes clinging to hers. The next minute he was gone. She took a deep breath and turned back to the crowded room. Aunt Judith was still hovering, her gaze fixed on what could be seen of Elena's torn dress underneath the cloak. â€Å"Elena,† she said, â€Å"whathappened ?† And her eyes went to the door through which Stefan had just left. A sort of hysterical laughter surged up in Elena's throat, and she choked it back. â€Å"Stefan didn't do it,† she said. â€Å"Stefan saved me.† She felt her face harden, and she looked at the police officer behind Aunt Judith. â€Å"It was Tyler, Tyler Smallwood†¦Ã¢â‚¬ 

Banks Fraud in Nigeria Essay

Perhaps, no where are frauds more serious and more pronounced than in the banking sector of the economy. They are one of the biggest single causes of bank failure and distress in the Nigerian banking system. This study therefore sets out to find the common types of bank fraud that are frequently carried out in the banking system, the underlying causes, level of staff involvement, consequences and possible means of ameliorating the problem. A sample of 100 respondents taken in Benin City, capital of Edo State, Nigeria was studied by means of field survey tool of questionnaire and the response to rating scale questions were tested for significance using the â€Å"t-test†. The analysis revealed that respondents did not view unofficial borrowing and foreign exchange malpractice as forms of bank fraud since they were common and an industry wide practice. It also revealed that there was an equal level of staff involvement in initiating and executing fraud, with the concealment of fraud coming last in their agenda. Also, among the factors hypothesized to encourage bank fraud; the major individual based factors were greed, infidelity and poverty, while organizational factors were inadequate staffing, poor internal controls, inadequate training and poor working conditions. Respondents also viewed greed, lack of personal ethics and weak corporate governance as managerial factors that help propagate frauds in banks. The unique contribution of this paper is its emphasis on building upon the methodology and findings of some previous studies in the area of bank fraud (in Nigeria), by conducting statistical test of significance which adds statistical validity and flavour to our findings.