Construct a profile of the ideal readers of Time and Heat. Remember Essay

Construct a profile of the ideal readers of Time and Heat. Remember that to do this you must demonstrate the validity of the profile in relationship to evidence - Essay Example One magazine is entertainment with the latest celeb news, the other news with occasional inserts on entertainment. One is Heat magazine, the other is Time. One is cheeky, ironic, punchy, fun; the other is serious, driven, dramatic, and dry. Much money soaks the magazine publishing market. And much is poured into increasing the pounds and dollars—with research, analysis, and aggressive sales efforts. Of the latter, with investments on the part of magazine publishers, a predominant sum goes to studying readership demographics. Such studies, which include reader usage measure (RUM), reveal determinations of attitudinal and behavioral characteristics of public place readers (magazine.org), means through which readers obtain such a magazine, degree of involvement with the magazine, and levels of satisfaction with specific magazine elements. These studies, then, determine—among many factors—who and what the target audience is. A composite readership profile exists for every such periodical. Given these facts, and based on semiotic analysis of two specific issues—both special editions—of Heat and Time, this paper will profile the targeted reader, the signifà © (signifier) Adopting the theories of semiotics, this paper will additionally work with the approaches that hold that categories within the two periodicals (as phenomena) are indispensable to the analysis of the way literature can produce feeling (Pierce)—and in the case of advertising (textual and pictorial) can instill or appeal to desire (to sell magazines and material goods). This will be accomplished in two contexts, the images and the texts—in the same regard as semioticist Roland Barthes addresses the concerns of language not as representing reality but signifying it (1957, 1970), making the job of the critic that of analysing the

The Indian Ocean Tea Trade Research Paper Example | Topics and Well Written Essays - 2750 words

The Indian Ocean Tea Trade - Research Paper Example The trading ecosystem that thrives in the Indian Ocean does so because of the strategic location of the Indian Ocean, whose size makes it comprises about 20 percent of the total ocean surface of the earth, and whose location makes it ideal for all kinds of business activities, spanning Iran, Bangladesh, Pakistan and India to the north, Indonesia, Australia and the Malaysian Peninsula to the east, the Arabian Peninsula and Africa to the west, and Antarctica to the South. In the southwestern portion of the Indian Ocean, the body of water shares its boundaries with the Atlantic Ocean. Here it meets the southern end of the African Continent. The Indian Ocean also joins the Pacific Ocean meanwhile on its southeastern portion (Encyclopaedia Britannica, 2013). The Indian Ocean had been a traditional center of trade even in ancient times, extending as far back as the slave trade, where the trade in slaves in those earlier times coincided with mass migrations of peoples across the three conti nents of Africa, Europe, and Asia. In modern contexts, trade in the Indian Ocean has evolved to be concentrated on a few key commodities, including oil, which is the biggest item of trade in the Indian Ocean, as well as tea, rubber, coal and iron, with seafood being a relatively minor object of trade among key states along the Ocean and in the key destinations of Europe and Asia. Tourism has also grown to be a key aspect of trade in the Indian Ocean. This paper focuses on the trade in tea. (The Economist, 2013; Boston University, 2013; Encyclopaedia Britannica, 2013b; Hatcher, 2013; Asia Society 2013; UNESCO, 2013). II. Industry Background- Tea Trade in the Indian Ocean The literature tells us that the history of general trade in the Indian Ocean has ancient roots, extending to the early migrations of peoples along the bordering continents, and involving not just the trade in goods but also in slaves. Slaves are an important aspect of the ancient trade in the Indian Ocean, extending to the time of the European wave of colonization from the 16th century onwards. That trade would come to focus on a few key commodities in more present contexts, as discussed in the Introduction, and tea is one of those key commodities. There is meanwhile a deep historical basis to the trade in tea in the Indian Ocean itself, which is the subject of this section. (The Economist, 2013; Boston University, 2013; Encyclopaedia Britannica, 2013b; Hatcher, 2013; Asia Society 2013; UNESCO, 2013). When one talks of the modern tea trade one goes back to the roots of tea production and consumption in this part of the world, and here the references to the consumption of tea in Europe extend all the way back to the 16th century, with the consumption being attributed first to Portuguese traders and adventurers to the sea, with the tea being originated in the East, in China in particular, and finding their way via the ancient Indian Ocean trade routes to select members of the trading classes in Europe. That said, the formal attribution to tea being used as a key item of trade was given to the Dutch, who by the waning years of the 16th century had all but usurped the Portuguese role in being the facilitators of trade and the primary proponents of the routes of trade from Europe to the Far East and vice versa. The establishment of a Dutch trading post in Java in 1606 paved the way for the initiation of the trade of tea between Holland and the Chinese.  Ã‚  

Nissan revival plan was achieved one year ahead of schedule

Nissan revival plan was achieved one year ahead of schedule In 1999 Nissan had been facing great losses for seven of the past eight years which were now resulting in debts. This was mainly caused by the Japanese business custom of keiretsu investments which left little capital for other investments, like innovations in product designs. This lack of design innovation furthermore caused the Nissan brand to weaken as competitors were producing vehicles more stylish and up to date, reflecting customer demands. To foster a turnaround the Nissan president and CEO Yoshikazu Hanawa formed a mutual beneficial strategic alliance (Global Alliance Agreement) with Renault, allowing both companies to expand in new desirable geographic areas. With his experience in turnarounds Carlos Ghosn seemed to be the obvious choice to lead the Nissan turnaround from both the Renault and Nissan point of view. Evaluation The approach was an overall success in meeting the specific and measurable goal of turning the losses into profits not only on time but 6 month prior to the deadline. The Nissan Revival Plan was achieved one year ahead of schedule and succeeded in reducing their purchasing costs by 20 % which meant that they approximately reached the level of Renault. The large emphasis Ghosn placed on the execution also gave him an edge as this phase is much more demanding in terms of communication, meeting objectives on time and budget, potential conflicts with power resources and resistance to change. The respect Ghosn showed for the Japanese culture was vital for the initiatives to succeed, even though I believe it was a mistake for him not to learn about Japan before coming there as it is very easy unintended to insult people from other cultures if you are not familiar with their specific customs, but it also gave him an edge in being open-minded in perceiving the Japanese and Nissan culture. Coming to Japan he only brought three principles of management with him were to be well received and understood by employees: transparency, execution vs. strategy; improving quality and customer satisfaction and reducing costs. Not just anybody could have managed the Nissan turnaround as well as Ghosn did. For instance, A COO from Japan would not have been able to cut back on keiretsu investments. Because of the Japanese business culture to make these kinds of investments and the Japanese emphasis on cooperation and loyalty, it would have been considered to be a sort of betrayal and ultimately would 3 have harmed the Nissan brand even more. Only an outsider with different cultural background could legitimize such a change. The resistance Ghosn eventually faced when ignoring the almost sacred tradition of promoting by education, age and time within the company would likewise have been much more pronounced if the initiative came from a Japanese COO. Resistance to change Ultimately some sort of resistance was inevitable because of the major structural and cultural changes Nissan was facing with Ghosn as COO. People generally do not resist change, per se. but some underlying causes, like lack of understanding, fear of the unknown or fear of an outcome worse than the present situation.1 In this specific case Ghosn went a long way implementing many changes before meeting actual resistance in form of lack of cooperation among employees caused by the elimination of the old promotion system, allowing younger, less experienced employees to be promoted based on their skills and achievements. This resistance was clearly caused by fear of the unknown and fear of loosing/not gaining status by promotions. Resistance is generally a very important form of feedback and Ghosn chose to view the resistance as an opportunity for experience rather than a limitation.2 1 Dent, E. B. and Goldberg, S. G. (1999). Page 26 2 Ford, J. D. and Ford, L. W. (2009). Page 101 3 Nohria, N., Joyce, W. and Roberson, B.(2003). Page 45 4 Ford, J. D. and Ford, L. W. (2009). Page 100 Ghosn has overcome the actual resistance and prevented potential resistance to the cultural and structural changes in large by clearly communicating all initiatives and objectives to all Nissan employees. Communication had previously been a problem within the company but by creating a matrix structure (combining efficiency and effectiveness) and through consistency between his own actions, thoughts and communication Ghosn was making sure that transparency as well as communication within the organization was improved and afterwards maintained, keeping focus on the strategy.3 Likewise by creating the Cross-Functional Teams, he sought to build engagement and participation and made sure that the employees would have a sense of ownership over the Nissan Revival Plan and motivate communication across departments, stimulate future risk-taking and responsibility as well as regaining confidence in the companys future. Mitigating resistance by involvement and communication are generally very e ffective and will increase employee commitment to execution.4 4 The former lack of accountability and acceptance of responsibility among employees was eliminated by directly assigning responsibility and accountability and encourage people to take risks. This was accomplished in part by monetary rewards and stock options whenever the actions led to increase in operating profits or revenues.5 The previous consensus mentality at Nissan seems to have been: à ¢Ã¢â€š ¬Ã¢â‚¬ ¢If everyone one is responsible then no one is accountable, and nobody gets punished,à ¢Ã¢â€š ¬- which was affecting risk-taking and slowing decision-making processes across the company. 5 Fu, Dean and Millikin, john P. page C553 Organizational culture As mentioned above, the understanding and respect Ghosn expressed for the Japanese Nissan culture and the fact that he communicated his wish to work through this culture were vital for his acceptance within the organization. He made it clear from the very beginning that he too had a personal stake in the outcome and thereby created a sense of cohesion with the employees. His visibility in the organization from day one and the consistency between his communications and actions was a new but welcome change that made him human in the eyes of the employees. This transparency and consistency together with his explicit promise to respect the culture also helped building a sense trust and thereby employee support for most of Ghosns change initiatives. The Nissan president and CEO, Yoshikazu Hanawa, had a positive attitude towards Ghosn and his experience and abilities in turnarounds, since he explicitly asked Renault to send Ghosn to Nissan to lead the changes. But because Ghosn was a foreigner and not accustomed to the Japanese way of doing business, several industrial business analytics expressed scepticism and concern for this arrangement. It is likely that middle-managers and higher-level-managers have been influenced by these critics and therefore had a negative attitude towards Ghosn as COO, but if they did, they did not make much fuss about it. 5 National culture When you consider the differences between Ghosns leadership style and the Japanese (Nissan) way of doing business, it is actually a bit of an achievement that resistance did not arise earlier and more pronounced than it did. The cultural differences between Ghosn, with his experience in working in organizations with strong corporate cultures, and the Nissan organization, with its weak culture traits, were very pronounced and had great potential to cause some trouble along the way, but it takes two to tango, and one of them has to lead. The initiative of putting together Cross-Functional Teams had great potential for meeting resistance in part because of the Japanese tradition of reaching consensus when making decisions. In addition, if every member of a Cross-Functional Team had to make sure, that their respective departments were supporting every suggestion, then the decision-making process would not only have been slowed severely but would have staled. It is also very likely that the employees at Nissan would have resisted the Cross-Functional Team initiatives because of the Japanese culture of loyalty and cooperation within departments but not necessarily across departments (especially not in troubled times) caused by the weak organizational culture. Early on Ghosn became aware that in order to turn Nissan around, he would have to address some of these cultural issues in order to get to root of the problems and meet the overall goal of creating profits. First and foremost, he would have to communicate and make understood the importance of meeting customer wants and needs (included a radical change in the decision-making processe).6 The management would have to create a shared vision (or long-term plan as opposed to their usual sort-term). Management at Nissan was displaying tunnel vision and was focusing on regaining market share instead of increasing margins and product innovation to meet customer demands.7 The emphasis placed on informal contacts and information, complicated knowledge sharing across the organization, as nothing was written or formally communicated, which also slowed decision-making processes. He would have to overcome these cultural obstacles (underlying problems) before addressing the real problems at Nissan. 6 Nohria, N., Joyce, W. and Roberson, B.(2003). Page 46-47 7 Fu, Dean and Millikin, john P. page C549 6 Luck and timing The timing for these changes was absolutely perfect. Had Ghosn and his Cross-Functional Teams tried to implement the same changes a few years earlier, they would most likely have met great resistance and possible failure. But because of the resent bankruptcy of the major financial house, Yamaichi, and the lack of bailout by the Japanese government, the employees at Nissan began to take their situation seriously and this imposed a sense of urgency among the employees. This sense of urgency helped push changes by making the employees more willing to cooperate and implement the proposed changes as well as taking more risks in order to turn the company around. This willingness for taking risks decreased the previous fear of making decisions (especially faulty decisions) which decreased the need for consensus decision-making , which again increased the speed with which decisions was able to be made. This further fostered motivation for innovative proposals for the product line, which had a positive effect on the Nissan competiveness and on consumer satisfaction. In short, the bankruptcy of Yamaichi was a stroke of luck at the exact right time to help kick-start the major changes at Nissan, especially in the minds of the employees. Looking forward In the next few years (2005) Ghosn will have to return to Renault to take over as CEO (his lifelong dream). The right replacement for his job must ensure continuous growth and success, keeping focus on customer needs and increases in profit as well as to nurture the newly accomplished sense of urgency to keep driving employees towards continuous improvements (Nissan 180). A successor should, besides the above mentioned, be able to create a balance between long-term and short-term objectives to ensure that employees do not fall back into old habits.8 Constantly setting short-term objectives, aligning them with long-term objectives will enhance motivation among Nissan employees as they will see their effort and hard work paying of. 8 Griswold, H. M. and Prenovitz, S. C.(1993). Page 5 9 Krackhardt, D. and Hanson, J. R.(1993). I would recommend Ghosn to use the network analysis9 as a tool for helping him making the best possible decision, ensuring that the person he will choose is trustworthy among employees, accountable and responsible, has influential power. The friendship network is always a good place to start, but he should be sure to mad both the communication network and advice network as well. Perhaps there will be an obvious overlap between the three. 7 Conclusion The Nissan turnaround was a great success in that it met measurable objectives and accomplished to overall strategic goal of increasing profits within the schedule. By approaching the Japanese and corporate Nissan culture with an open mind, Ghosn was able to gain the employees trust. His approach to the cultural differences combined with a great stroke of luck, turned the challenge into and opportunity and he was thereby able to meet the overall goal. In facing the fundamental problems within the organization; lack of clear profit orientation, insufficient focus on customers and too much on competitors, lack of a sense of urgency, no shared vision or common long-term plan, lack of cross-functional, cross-border, cross-cultural lines of work, he had to bend the rules of engagement by changing large parts of the Nissan culture. More specifically, based on the recommendations from the Cross-Functional Teams, he implemented some rather radical changes on the Japanese traditions of doing business, in order to help Nissan get back on track. Even though he was hereby violating his prior commitment to be sensitive to the Nissan culture, he did not experience serious resistance in doing so, because it was ultimately Nissan employees suggesting these changes, he was just executing them. In choosing his Successor Ghosn should map the informal networks within the organization, emphasising on trust, accountability and power to create change. 8 List of literature  · Dent, E. B. and Goldberg, S. G. (1999). Challenging resistance to change. Journal of Applied Behavioral Science, 35(1), 25-41.  · Ford, J. D. and Ford, L. W. (2009). à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Decoding resistance to change.à ¢Ã¢â€š ¬- Harvard Business Review, 87(4), 99-103.  · Fu, Dean and Millikin, john P. (2003) à ¢Ã¢â€š ¬Ã¢â‚¬ ¢The Global Leadership of Carlos Ghosn at Nissan,à ¢Ã¢â€š ¬- Thunderbird The American Graduate School of International Management, C546 C556  · Griswold, H. M. and Prenovitz, S. C.(1993).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢How to translate strategy into operational results.à ¢Ã¢â€š ¬- Business Forum, 18(3), 5-9.  · Krackhardt, D. and Hanson, J. R.(1993).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢Informal networks: the company behind the chart.à ¢Ã¢â€š ¬- Harvard Business Review, July/August, 104-111.  · Nohria, N., Joyce, W. and Roberson, B.(2003).à ¢Ã¢â€š ¬Ã¢â‚¬ ¢What really works.à ¢Ã¢â€š ¬- Harvard Business Review, 81(7), 42-52.

The Infection of Rabies :: Disease Virus

Rabies: The Infection Rabies is an infectious disease that is hard to survive through. Although rabies is mostly found in animals, humans can also carry the virus and spread it amongst others. This virus is well known as the slow virus because it will slowly kill you. There are many symptoms of rabies, in both animals and humans, that reveal themselves only after they have been bitten. This part of the essay will give you the who, what, when, where, why, and how of the rabies infection. The infectious disease known as rabies is a virus that spreads from the wound to the central nervous system, causing the body to malfunction until finally crashing down. This virus is a transmittable disease that that runs in both humans and animals. In order for the virus to be transmitted, the saliva from the rabid animal needs to enter the open wound. There are many symptoms that prove that the bitten victim has rabies, one of them being death. This virus is really tricky because not only will you get the virus but you won’t really know if you have rabies until the symptoms reveal themselves. At the time of the bite, saliva may enter the wound. The only way for the virus to be transmitted is if the saliva is in or close to the nerve tissue. From the nerve tissue, it travels until reaching the central nervous which then spreads to the spinal cord and brain. The virus incubates in the victim for approximately 1 to 3 months. The victim has no symptoms at this time. When it reaches the brain, the virus multiplies rapidly, passes to the salivary glands, and the victim begins to show symptoms. The infected victim usually dies within 7 days of being sick (â€Å"Transmission† 2). We all hear stories about a rabid dog biting a human but we have to consider that not all rabies infections are transmitted by bites; the virus can also be transmitted by non-bites. The non-bites can be scratches, abrasions, open wounds, or mucus membranes contaminated with saliva or other potentially, infections material such as brain tissue from the rabid animal (Coye10). Mammals are the only species that can transmit rabies to one another. Although humans are mammals, they can’t transmit the disease the same way that animals transmit it. One way, which is the only recorded evidence where a human transmitted the virus to other humans, is by organ transplant (â€Å"Investigation† 2). The Infection of Rabies :: Disease Virus Rabies: The Infection Rabies is an infectious disease that is hard to survive through. Although rabies is mostly found in animals, humans can also carry the virus and spread it amongst others. This virus is well known as the slow virus because it will slowly kill you. There are many symptoms of rabies, in both animals and humans, that reveal themselves only after they have been bitten. This part of the essay will give you the who, what, when, where, why, and how of the rabies infection. The infectious disease known as rabies is a virus that spreads from the wound to the central nervous system, causing the body to malfunction until finally crashing down. This virus is a transmittable disease that that runs in both humans and animals. In order for the virus to be transmitted, the saliva from the rabid animal needs to enter the open wound. There are many symptoms that prove that the bitten victim has rabies, one of them being death. This virus is really tricky because not only will you get the virus but you won’t really know if you have rabies until the symptoms reveal themselves. At the time of the bite, saliva may enter the wound. The only way for the virus to be transmitted is if the saliva is in or close to the nerve tissue. From the nerve tissue, it travels until reaching the central nervous which then spreads to the spinal cord and brain. The virus incubates in the victim for approximately 1 to 3 months. The victim has no symptoms at this time. When it reaches the brain, the virus multiplies rapidly, passes to the salivary glands, and the victim begins to show symptoms. The infected victim usually dies within 7 days of being sick (â€Å"Transmission† 2). We all hear stories about a rabid dog biting a human but we have to consider that not all rabies infections are transmitted by bites; the virus can also be transmitted by non-bites. The non-bites can be scratches, abrasions, open wounds, or mucus membranes contaminated with saliva or other potentially, infections material such as brain tissue from the rabid animal (Coye10). Mammals are the only species that can transmit rabies to one another. Although humans are mammals, they can’t transmit the disease the same way that animals transmit it. One way, which is the only recorded evidence where a human transmitted the virus to other humans, is by organ transplant (â€Å"Investigation† 2).

Human Resources Management Essay

Human Resources Management (HRM) is a new concept. It is a combination of HR, Accounting, Management, Financial Management and Economics. Globalization to would economy has exposed the corporate business organization to worldwide competition, mobilization of professional manpower and modern quantitative management practice. So, there are growing realization cannot achieve its goal effectively and efficiently. To face this complex management challenge, effective objectively measurable database system to measure and apply HRM information. Now-a-days, in Bangladesh, every year, and huge amount of money and talented HRM are being engaged by corporate to improve the productivity or skills o f their workforce across the country. Such huge expenditures are made with the expectation of future returns in terms of improved services to be rendered by skilled employees. In other words, organizations by investing human resources development definitely increase the service potentials embodied in human resources and these investments thus create economic assets for the organizations. Human resource (or personnel) management, in the sense of getting things done through people, is an essential part of every manager’s responsibilities, but many organizations find it advantageous to establish a specialist division to provide an expert service dedicated to ensuring that the human resource function is performed efficiently. â€Å"People are our most valuable asset† is a cliche which no member of any senior management team would disagree with. Yet, the reality for many organizations are that their people remain under valued, under trained and under utilized. The rate of change facing organizations has never been greater and organizations must absorb and manage change at a much faster rate than in the past. In order to implement a successful business strategy to face this challenge, organizations, large or small, must ensure that they have the right people capable of delivering the strategy. There is a long-standing argument about where HR-related functions should be organized into large organizations, e. g. , â€Å"should HR be in the Organization Development department or the other way around? The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the â€Å"Personnel Department,† mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the â€Å"HR Department† as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maxim um capability in a highly fulfilling manner. Company Profile History of Partex Group: Partex Group is among the large Bangladesh private sector manufacturing and service based enterprises, owning and operating over twenty units giving value for money to all customers. The group started modestly in 1959 in tobacco trading and with prudent entrepreneurship of our Founder Chairman Mr. M. A. Hashem today we have a stake in tobacco, food, water, soft drinks, steel container, edible oil, wooden board, furniture, cotton yarn and the IT sector. After Bangladesh was established our Chairman set up M/S Hashem Corporation (Pvt) Ltd. n Chittagong city meeting the large demand of food and materials needed for sustaining the needs of a new nation through imports. From importing to import substitution was the next logical step and the stepping stone into the manufacturing sector, which has matured to the multi million dollar diverse investment of the Partex Group today. A dedicated work force and committed board members led by our Chairman and backed by a market oriented corporate strategy has been the cornerstone of our success. Today the group has over twenty family owned private limited companies with a sizable turnover. Ours is a dynamic organization always exploring new ideas and avenues to expand and grow further. Long before environment came to dominate the development agenda. Star Particle Board Mills in the sixties pioneered an eco-friendly industry to reduce pressure on our scarce forest recourses. It is a unique combination of environmental protection and commerce; belaying most doomsayers who claim the two to be at odds. The one score and ten year successful perpetuation of our timber substitute products not only speak volumes of the foresight of Partex’s founders but also their vision of the future. They make particle board from agro-waste, mostly jute stalks, and ensure greater value to the jute growers of Bangladesh. Products are processed using modern technology to produce homogenous and strong particle board that can withstand seasonal change and are free from termite and fungal attack. These particle boards go on to produce veneered boards of various design and texture. Also door panels both plains and decorative in various finishes and sizes. In addition their produce special furniture boards, stylish furniture and even various plywood on our range of products. Beside, in house and outside training, recruits business graduates from reputed universities as management training for mainstream banking to enrich quality of human resources contributing towards operations effective and long-term sustainable results. Vision Statement: The Sky is not the limit for us, but their expectation is within limits. Therefore, their imagination soars beyond conventional barriers. Partex Group share or destiny with their beloved motherland. They want to serve her in the greater quest for national uplift. Mission statement: To sincere traveler, the way is never too long. Partex Group believes in â€Å"progress in diversity and service through entrepreneur†. They are merchants and missionaries, doers and dreamers, entrepreneurs and professionals. They are futuristic with emphasis on creating thinking and dynamic action. High quality financial services with the help the latest technology. Fast and accurate customer services Balance growth strategy High standard business ethics Steady return on shareholders equity. Innovative banking at a competitive price. Attract and retain quality human resource. Firm commitment to the society and the growth of national economy. The spirit: Enterprise is Partex Group’s spirit. Partex Group manufactures superior import-substitute consumer and industrial products. Their cutting edge precision leads to greater public utility and hygiene, with a great care for the environment and human inhabitation. It is the very ingredient that gives their organization the integrity upon which their reputation is built and we zealously guard it everyday. Many a thousand minds of their group contributed to their gathered knowledge to keep the wheels rolling that in turn leads them to goal. This cumulative strength of knowledge is required, today, to find new solutions for the manifold problems of fast- changing economic cultural and ecological milieu. Objectives: Partex Group is a customer focused modern banking institution thriving fast in both earning and ability to stand out as a leading banking institution in Bangladesh. They deliver unparalleled financial services with the touch of heart to Retail, Small and Medium Scale Enterprises (SMEs), corporate, institutional and governmental clients through the outlets of branches across the country. Their business initiatives center on the emerging need of the clients. Partex Groups’ client commitments are the following: Provided services with high degree of professionalism and use of most modern technology. Create life-long relationship based on mutual trust and respect. Respond to customer needs with speed and accuracy.

What is the minimum allowance of a college student?

Minimum allowance of a student is base on how much their parents have to give them. We all know that a college student had much greater need than in high school days. We very much interested this issue because every one of us can relate this topic. Mostly of us don’t know how to manage their allowance and organize a budget. To budget your allowance is one way of showing your parents that you can be trusted and you’re responsible enough.We sometimes temp to buy things which are not really important and temp to hang out with friends which are not included in your budgetary allowance. â€Å"For most students, college represents a crash course on how to manage money and organize a budget. If a student has never paid for his or her living expenses, the experience can often be frightening and over whelming. Stick to a budget while at college to enjoy life without sacrificing comfort or taking away from the experience† (frazier, 2006). This study will help you more abou t allowance budget and gives you some extra tips.As students, we often whine about our allowance due to financial dilemmas and we should remember how to budget our allowance or better yet we should be thrifty enough so that in a way we’ll be able to help our parents. The aim of the scheme is to ensure the need to meet day-to-day living expenses doesn’t act as a barrier to full time education for students from low and socio-economic group. Allowance – the amount of something that is experimented especially within set of regulations or for a specified purpose; to put upon a fixed allowance (as to provisions and drinks); to supply in fixed and limited quantity.It states that allowance will be limited we must have to spend it wisely. We should have a self awareness. Some students are doing a part time. â€Å"Part-time students who can show they are not expected to study 21 hours a week or more should still be able to claim Career’s Allowance. The reason why we like to conduct a study regarding the student’s allowance is that we would like to know if how and where they are going to spend their allowance and is it enough in their day-to-day living expenses. There are many reasons why we should have this study.One of the reasons is the behavior of a person. â€Å"Behaviorism identifies mental states with disposition to act in certain input situations† (Crumley, 1978). This has something to do with our interaction to our surroundings, like if someone invites you to go shopping then you know that you don’t have extra budget for it then you should say no to them. The other reason is a decision making. â€Å"Some preliminary work needs to be done before we can come up with a decision that we will not later regret† (Teays, 2006).Example for this is when you go out with friends then you think it’s their treat then you’ll be surprise because you’re asking to contribute. In budgeting they need cost of living. † Student Financial Aid establishes a modest, yet adequate cost of living allowance to determine financial aid eligibility each school year. This allowance includes housing and utilities, food, transportation, personal and miscellaneous, and medical expenses. Student Financial Aid establishes a modest, yet adequate cost of living allowance to determine financial aid eligibility each school year.This allowance includes housing and utilities, food, transportation, personal and miscellaneous, and medical expenses. †Theoretical BackgroundStudents all over the world spend in several different ways, but close market research on student spending indicates that there are several common patterns that can be seen. Spending habits in adolescents is changing drastically in the last few years, but that change is almost uniform in all the metros of the world. Commercialization has begun targeting students' spending habits a very long time ago (IFIM Students Lifestyle and S pending Habits, 2009).According to a study conducted by a bank and financial institution, youths fork over money to buy cell phone load, to play computer games at Internet cafes and to buy cigarettes and alcohol. They also spend money on going out and on clothes and accessories (TJ Manotoc, ABS-CBN News, 2010). Teens hang out and shop. Teens are active consumers in terms of the money they spend, as well as in the influence they wield in their families and on societal trends. Despite being raised in a period of rapid change, they display a remarkable self-confidence in their judgment (Tempo, 2010).A lot of the number of students seems to wants what is the â€Å"in† trend, what people are doing or using â€Å"right now†. Most teens will usually have one or two sources of income, either allowance from their parents or a job. The answer to this question isn't found by looking at the income of the family or social status, it's more a way of living and rearing that the paren ts have given their children (Felipe, 2007). â€Å"Despite the Filipino teens’ having limited budget to spend, low price does not necessarily make any brand a shoo-in for their patronage,† explained Ming Barcelona, TNS Philippines Associate Research Director.â€Å"The TRU study reminds us the mindsets, preferences and purchasing habits of Filipino teens, whether on brand values, the latest product offerings, or on values and social issues should not be ignored,† added Gary de Ocampo, TNS Philippines Managing Director. Statement of the Problem. The study discussed the Student’s Allowance here in La Salle University, Ozamiz City. Specifically, this study seeks answers to the following questions: 1. How did the parents give their allowance to their offspring’s? 2. How much their allowance daily, weekly or monthly? 3. Does the student live by their own budget?Significance of the Study.This study signifies the benefits of all the students in La Salle Un iversity for them to be aware to the expenses of their parents, and can be lessen about the financial issues. To overcome such predicament, there are many ways to lessen the problem and one of this is having a part time job so that this dilemma will no longer be the barrier in the academic performance of the student. Also, they must learn to be thrifty and spend their money wisely. For future researchers, it may be nice if you include the effects. V. Scope and Limitations. The study focused on the images of the students as wasting their money allowance.Although, researchers thinking as much to settle the proper using of their allowance in order that the days, weeks and months further as they customized. To analyze the different ways by evaluated the rules. The researchers used and limits this study to the image of women as students allowances in selected different models. These images of transforming were examined and compared to the students today. The researchers choose this topic for the study to show the value of womanhood by understanding deeply the roles of student and are able to understand the story of different time.