Lego Case Study Essay Example for Free

Lego Case Study EssayIn this case , LEGO needs a flexible and robust IT infrastructure with seam intelligence capabilities that could succor management perform better announceing and planning. So they chose to implement SAPs Supply Chain Management (SCM) , Product Lifecycle Management (PLM), and Enterprise Resoures Planning (ERP) facultys. In the ERP module includes the Human Capital Management (HCM) application for personnel administration and development. These features such as Talent Manager as well those for handling employee administration, reporting, and travel and duration management.These advanced features allow LEGOs HR personnel to select the best candidates, schedule their training, and create a stimulus plan to retain them. b. Discussion of wherefore the issue/problem is important for Information Systems discipline? IT infrastructure combine with business intelligence capabilities that could help management perform better forecasting and planning. reason int egration of info mining and randomness schemas, able to establish a radical business intelligence system to increase profits and castrate costs.In this case , SAPs ERP-HCM module effectively help LEGOs manager to select the best candidates. It is also manageable to include performance measurements and get a real time insight into HR trends. So LEGOs manager able to track employees leadership potential, develop their cargoners, and forecast the recruiting of new employees with certain skills. In life, the selective information is ubiquitous, and how do we treat and use of data? Data analysis must incorporate with information, less of data analysis, probability of failure for decision-making will climbing.Data analysis is the basis of the Decision Sciences, data analysis tells just a trend, phone a phenomenon. These trends and phenomena will change over time, no one can discernment the long-lasting. Data analysis to grasp the trend, can tell you at different times with diff erent variables can produce different views, and the mode how will correct. This reminds me of a movie, Moneyball, the film based on Michael Lewiss excellent book about the business of baseball, the basic idea is Oakland Athletics general manager Billy Beane saturnine the baseball industry on its head by using objectivity nd data to help pick a baseball team, instead of subjectiveness and gut. It was controversial and not perfect, but he did a pretty good job at it.He broke the conventional method, using historical data and data mining method to build the evaluation model, using low cost to purchase those underrated players. Creating a team has the ability to against the famous New York Yankees. verify on intuition to make decisions has passed, Now the most important thing is effectively to use data analysis, combining with early(a) disciplines, especially with the combination of information systems. . Identification of who are the key stakeholders and how they are impacted by t he issue/problem. LEGOs CEO and head of HR personnel, they can do this by ERP-HCM to predict and pick the talent they need, and handling employee administration, reporting, and travel and time management. SAPs business suite supports databases from different vendors, so that abroad managers enable to have acquit access to the database system from the companys various locations. d. What is required for the successful continuation of the new method?SAPsbusiness suite is based on a flexible three-tier client-server architecture. In the first tier, a client interface submits users requests. The application servers receive and process clients requests. In turn, these application servers send the processed requests to the database system. Therefore, the associate between each layer is necessary. Compatibility between the different databases is also an indispensable factor. Most importantly, data analysis must incorporate with information system. e. Can you approximate of any other alte rnatives?SAS Business Intelligence also offers an integrated, robust and flexible presentation layer for the full breadth of SAS Analytics capabilities, including statistics, predictive analytics, data and text mining, forecasting, and optimization all integrated within the business context for better, faster decision making. OSI Consulting also provide infrastructure strategy and planning services evaluate and rate IT optimization options and define a road map of activities that can reduce costs and improve utilization using time-tested methods and best-practice analysis. 2.Answer all the Questions at the end of the case correctly (50) f. Explain the role of the database in SAPsthree-tier system. The third tier database system, This tier keeps data neutral and independent from application servers or business logic. Giving data its own tier also improves scalability and performance. Database plays the role of the terminal server, can be used to store or access data. g. Explain wh y distributed architectures are flexible. The distributed architectures enables authorized personnel to have direct access to the database system from the companys various locations.A distributed database is a database that is under the control of a central database management system in which storage devices are not all attached to a common CPU. It may be stored in septuple computers located in the same physical location, or may be dispersed over a network of interconnected computers. Collections of data can be distributed across multiple physical locations. A distributed database can reside on network servers on the Internet, on corporate intranets or extranets, or on other company networks.Replication and distribution of databases improve database performance at end-user worksites. . Identify some of the business intelligence features included in SAPsbusiness software suite. The SCM module includes all important(p) features such as supply chain monitoring and analysis as well as forecasting, planning, and inventory optimization. The PLM module enables managers to optimize development processes and systems. The ERP module includes, among other applications, the Human Capital Management (HCM) application for personnel administration and development. These features such as Talent Manager as well those for handling employee administration, reporting, and travel and time management.These advanced features allow LEGOs HR personnel to select the best candidates, schedule their training, and create a stimulus plan to retain them. It is also possible to include performance measurements and get a real-time insight into HR trends. LEGOs manager able to track employees leadership potential, develop their careers, and forecast the recruiting of new employees with certain skills. i. What are the main advantages and disadvantages of having multiple databases in a distributed architecture? Explain. The primary advantage of distributed database systems is the ability to sh are and access data in a reliable and efficient manner.Advantages Improved scalability Unlike a single-database system, in which the amount of data that can be stored depends on the limitations of one database, a distributed-database system is easily scalable and, therefore, set up for growth. As more sites or regions become part of the Teamcenter Enterprise network, you can expand the database topology to include new databases. With multiple databases, Teamcenter Enterprise data is divided into logical pieces, so that users usually work only with the data that is most applicable to them. Improved performanceThe absolute majority of database inserts, queries, updates, and deletions are on user data therefore, a distributed-database environment separates user data from centralized or shared data and stores it local anaestheticly. Local user databases reduce network traffic and eliminate network bottlenecks on most transactions. Local user databases also distribute the user load in terms of system resources, such as memory. In addition, a distributed-database environment separates the user data from the data related to operational or background processing, which also reduces the amount of local system resources used. Increased availabilityBecause user databases are independent, if one database is unavailable, other databases can continue to work. In a distributed-database environment, selected classes are replicated in other databases when they are created, deleted, or updated. This replication increases availability. By separating data, administrators have more flexibility in determining the frequency and types of backups needed for different types of data. This also increases availability. Disadvantages Degradation of performance on a small network One user action can cause activity in several databases, some of which may be remote.The surplus overhead of these transactions can be a performance penalty when the total amount of data in the network is small. Users also see dilatory performance when accessing user data that is not local. Increased use of database space The schema of all databases must be the same, that is, every table must pull round in every database. Therefore, database space is used for tables that may never be accessed. When the number of tables is very large, the amount of space used this way can be significant. Administrators must use database storage parameters to size tables and reduce database space consumption.

Relations Between East and West Germany in 1969 Essay Example for Free

Relations Between atomic number 99 and West Germany in 1969 EssayThe relationship between the both states in Germany, FRG (West) and GDR (East) has improved drastically in recent times resulting in the restructuring of Germany. Though the derriere of this reunification stems from the years between 1969-1974. These years where immensely definitive for the two Germanys and with the change of leaders for political parties, so to did the views change. Such as the introduction of Ostpolitik. There was also the continuation of control from the mother countries that these two nations represented. The two superpowers (the States and USSR) wanted improved relations in the late 1960s to prevent an annihilation of an international scale in that respect where as well as many weapons the stakes where too high. Many people thought that the money used to develop these weapons could be put to better use, such as improving living conditions.First it is needful to talk about Willy Brandt , who was a German communist politician who led the German egalitarian Republic as General Secretary of The Social Democratic Party of Germany (SPD) from 1971 until 1989. He had created the insurance of Ostpolitik, which was aimed at improving the relations with the East. This was the first time that either one of the nations had stated any realisation of each other. Theyre where many aims of Ospolitik of which its main goal was to strengthen the relations within the entire Eastern Bloc. It was to develop relations with the East and reduce the damaging effects of Germanys division. It used a policy of rapprochement rather than a policy of strength, which was only possible due to the serious confrontation in 1962 between the USA and USSR after nuclear bases were found to have been installed in Cuba. This policy allowed both nations to be admitted into the United Nations after the signing of the Treaty of Moscow in magisterial 1970, in which the FRG recognised the western boarders of Poland as well as stating that neither country had any territorial claims against each other.Willy Brandt was the driving force behind this offering of an olive branch to East Germany. In March 1970, Brandt visited Willi Stoph (leader of the GDRs Council of Ministers) in Erfurt, East German. This was the first ever meeting between senior government figures of the FRG and GDR and present that measures to develop better mutual relations were being taken seriously by both Germanys. This visit changed the views of the East German public as be by their enthusiastic welcoming of Brandt. It gave them hope that life may improve now that they where recognised as a country. They even displayed a banner with the earn Y on it to symbolise Willy Brandt apposed to Willi Stoph It also calmed tensions with the USA as the USSR viewed Brandt as a good guy with whom they could do legitimate business.Although, the USA was worried that Brandt was playacting of his own accord, they feared that th ey would lose control over the FRG and Brandt. Later that year in August he visited Moscow, the capital of Russia, which reinforced the idea of Ospolitik, it was manything that Konrad Adenuer would never have done. in the end on his return journey he stopped off in Poland, which was heavily scared from the war when Germany invaded in 1939. His press stunt of stopping at a Jewish Memorial acted as a major step towards repairing relations. This could also be seen as a stepping stone for the dtente of whenOspolitik did have its negative though such as, the loss of traditional support (eg. refugees) as the loss of territory in Poland caused quite an upset many calling it il effective and some went as far treason.In 1971 the GDR elected Erich Honecker as General Secretary. Erich had to respond to Brandt. He had a commitment to improve the relations. He make Western media legal in the GDR, the people could view TV and listen to radio freely although newspapers where censored as this wa s the how the majority of East Germans received their news. There where significant improvements in the postal service and the telephone lines between West and East, there had been no official line linking the cities before.Finally, a new motorway was constructed from Hamburg to Berlin as part of the throw to improve its links with West Berlin. Though it helped people inside to travel around the GDR. This was again all due to the fact that the beginnings of Ospolitik and the four power transcription (an agreement that ensure what was known as a time of dtente) had led to wider international recognition. Both Germanys had a applied for, and were accepted as, members of the United Nations. During the close of 1969 to 1974 over nighty countries officially recognised the GRD. They also were finally accepted by the USA.Now that both states recognised each other, in 1974 the first ever football match between the two states was held with the first round of the world cup. It ended with a 1-0 away win for the GDR. This was significant in the fact that it showed the world that socialism was not necessarily a losing way.However, there where still many things wrong with the society between the two. Some parts of the relationship were still cold. Such as, the act restriction of travel from the GDR. Travel from the GDR to West Berlin and West Germany remained tightly restricted. Despite having signed many agreements, the SED refused to comply with the human rights aspects of the 1975 Helsinki Accords, which were designed to ensure there was free travel from either country. Overall travel to the West was far much restricted from the GDR than that of Poland or Hungary. Apart from business meeting, sports matches and politicians, access to the West was made impossible to people of working age. This had to be implied or the East would have lost its whole work force to the West, at one point up to 250,000 people where leaving the country. If they didnt prevent them their ec onomy would have collapsed.In the 1970s, Erich Honecker rejected any aim of reuniting Germany. Instead, he focused on emphasising a policy of demarcation to stress the differences between East and West Germany and to develop a clearer sense of the GDRs own unique national identity. A new geological formation in 1974 helped emphasise it as the true German state and helped justify it as the only anti fascist state that is organised on the basis of class-consciousness. The SED also promoted itself as the natural successor of Karl Marx and Engels, who, of course, were Germans. It also claimed that the FRG was too Americanised many West German conservatives believe the same ironically. Finally, they stated that the GDR bore no state for the war crimes that had been committed by Nazi Germany.Overall it is obvious that the policy of Ostpolitik was significant in that it led to a cooling of relations between East and West Germany, and between the Superpowers. It is debatable whether this alone led to the eventual reunification of Germany and its role in doing so is often overstated. Ostpolitik was in some ways especial(a) in its impact and not supported by all. It did however mark a turning point as the FRG and GDR were prepared to recognise each other. in all of this said, it is not the most significant in the development of relations- the initial events which divided Germany and the creation of a wall dividing the nation physically are far more important.

Importance of Friends Essay Example for Free

Importance of Friends EssayThe silver friend knows your present and the gold friend knows all of your past dirt and glories. in one case in a blue moon there is someone who knows it all, someone who knows and accepts you unconditionally, someone who is there for life. This is a quote I read once in an article by Jill McCorkle in my cousins house. McCorkles description of a gold friend describes a friendship that I have with a group of girls who mean the world to me. These friends are the pearls of my life. This word bears its great meaning to me and only to those who could understand the greatness of its meaning.Its something sacred, it needs to be cherished and pull in up for many years with much care. Its a complex, magical process, which must contain fluid that will start spinning the wheel. Let me tell you something almost my friends.When I was a freshman in high school, I became friends with these girls-Guia,Krisha, Carla, Magz, Cj, Jian, and Chantel. Since the beginning of that year, we have all been best friends. There were many times we rode around together. However, this crabby Jeep ride was very significant because I realized what friendship is all about.One Tuesday night, we all went to Greenwich in SM, except Chantel, and eat there with the parents of Guia because it was the exultation of her birthday. This experienced will remain and will never be erased from me because it was one of the happiest things that had happened to me. Friendship like ours was something many people had never experienced. To me, the significance of our relationship is a unique bond that I feel with these ladies. They are like sisters that God did not give me. They have been there for me at times when my world was locomote apart. As I finally drifted off to sleep that night, I thanked God for allowing me to have them in my life.These eight girls, including RIchel of course, have been my guardian angels. I have unendingly been able to count on them, no matter what t he situation is. They have helped me face the next day when I did not know if it was possible. We have been finished everything we have laughed, cried, and then laughed at ourselves for crying together. There have been many times when I have been lonely and I reminisce back to the experiences I had with them. It reminds me that there are people who care about me and accept me for who I am. A true friendship is a magnificent thing and as Talbot Jennings give tongue to Friend is the finest word in any language. Life without friends is a life I could not imagine.

Company Law of Directors Duties

Compevery Law of Directors DutiesChapter 1 Directors DutiesFormulating a system for holding handlers accountable has never been easy. As Roach regurgitate it, conductors duties moldiness be gleaned from a confusing and compendious mass of case impartiality and the occasional statutory measure.1 Given the vast variations in the references of companies that exist, and the types of directors that exist, a planetary set about has non al counsels been easy to apply. Nevertheless, the law sometimes seeks to impose a single standard of conduct on wholly directors, regardless of the temper and char representeristics of the follow, and the level of involvement of the director. While recent statutes withstand started to distinguish between private and public companies, and may vary the duties of a director depending on which type of comp all is concerned, the vast majority of the case law on directors duties founds no such distinction and is of general application. There is theref ore a complex corpse of statutory and case law which attempts to both define the duties that a director owes to the family, as come up as the level of care that must be exercised when acting such duties.2As well as statute and case law, a number of standards and codes of practice grant alike been formulated which seek to define the re perpetrateation of the duties owed by directors to companies. The first of these to be considered here is the Cadbury Committee, which was set up in 1991 following a number of financial s displacedals that occurred during the previous decade. It was wide acknowledged that reform was inevitable in company law to totallyow stockholders and opposite stakeholders to hold directors more directly accountable for the consequences of their actions. The Cadbury Committee focuse on financial control mechanisms to be used by the Board of Directors, and on auditing procedures, and published its report at the end of 1992.3 The report focused brinyly on larger listed companies and its main ratiocination was that a encrypt of Best Practice should be drawn up and which the Boards of Directors of such companies would be obliged to follow. For smaller companies, it would not be obligatory to survey with the code, tho if they chose not to, they would have to publish the reasons why they had chosen not to.4 Adherence to the Code would be do a listing requirement, which would help discover compliance among listed companies.The benefits of the Code would be to make corporate governance more open and transparent, would make the equities markets more efficient, would make boards more accountable and also more responsive to the needs of the company, and would allow shareholders to exercise greater control and scrutiny over boards. The report was an early supporter of the importance and need of non- closing maker directors5 and recognised that executive and non-executive directors play very principal(prenominal) complimentary roles. T his area proved to be controversial as legion(predicate) saw the creation of two classes of directors as a threat to the traditional unitary nature of boards. However, the report found that non-executive directors could play a vital role in reviewing the performance of the executive directors, as well as taking measures to avoid and deal with potential conflicts of interest6.While the report emphasised the importance of financial auditing of companies, it did not go into detail on what should be disclosed in such audits, nor did it consider the controversial area of auditor liability. These were issues which would later become the subject of heated debate.The Report was also an important element in the growth of shareholder activism in the UK, and it concentrated on the steps that institutional shareholders could take to ensure compliance with the Code. In response to the issues raised(a) in the Report, the Institutional Shareholders Committee7 published its own paper, The Respons ibilities of Institutional Shareholders in the UK8 which dealt with many of the issues raised in the Cadbury report. The paper stated that Because of the size of their shareholdings, institutional investors, as parcel proprietors of a company, are under a strong obligation to exercise their influence in a responsible manner. This paper marked a unused era in UK shareholder activism and promised to make shareholders more involved in making boards more accountable. The paper went so far as to recommend regular, self-opinionated contact at senior executive level to exchange views and information on strategy, performance, Board Membership and quality of management9. Regarding the com rig of boards, the paper recommended that institutional investors look carefully at the concentration of decision-making power not formally constrained by checks and symmetricalnesss and the appointment of a core of non-executives of appropriate calibre, experience and independence.10 Therefore, this y oung investor oversight was taken for granted in the Cadbury report as another force that would improve the governance of large companies.The Cadbury Report has not been with step forward criticism. Many feared that its recommendations, which put a strong influence on non-executive board members, would lead to the creation of a two-tiered board, a development that was seen as unnecessary and inefficient.11 The voluntary nature of the Code has also been criticised. As a listing requirement, the Code also drew some criticism on the London Stock exchange which was given the confinement of enforcing and implementing the Code. Concerns led to the establishment of a follow up report prepared by the Hampel Committee, which re-examined the issues at stake, the criticisms which had been raised, and the conclusions reached in the Cadbury Report. The conclusions of the Hempel Committee were strongly supportive of the Cadbury Report and it was not long before the combine Code was drawn up, an d implemented by the London Stock Exchange which listed companies were bound to implement, or give reasons for not doing so.The Combined Code now requires that boards implement a sound system of internal control which must consider all signifi rottert risks facing the company, the effect they cleverness have on the company, and the costs and advantages of various means of dealing with such risks. The Code also deals with the terms and conditions on which directors are employed, including their pay packages incentive schemes, and destination payments.When speaking of the occupation owed by directors to a company therefore, this includes the legal duties imposed on directors by the case law and statutes dealing with the subject, as well as the soft-law measures implemented in the Combined Code. Such duties may be owed to the company itself, or to shareholders or other stakeholders such as shareholders, employees, creditors, and the general public.That said, it must be remembered t hat in a legal sense, the duties owed by directors is to the company as a legal person, and not shareholders or other stakeholders. The case of Percival v Wright 1902 2 Ch 421 established beyond a doubt that the duties of directors is to the company. This case concerned a transaction in which a number of directors purchased shares personally from shareholders at a price of 2 10s. The directors knew that another purchaser wanted the shares and was exiting to pay a substantially higher price. The shareholders sought to have the transaction set aside as a crack of duty to the company. Swinfen-Eady J found that the directors had breached no duty to the company, and that no such duty was owed to the shareholders qua shareholders.12 The case of Scottish Co-operative Wholesale decree Ltd v Meyer 1959 AC 324 also illustrates the point. In that case, a parent company appointed some of its directors as directors of a subsidiary. These directors proceeded to act in the best interests of the parent, unless Lord Denning pointed out the directors probably thought that as nominees of the parent company their first duty was to the parent company. In this they were wrong. The duty of directors is always to the company they are acting for, regardless of the external relationships that the company, or they personally, may have with other persons. Currently there are proposals afoot to allow directors to act in the interests of a group of companies, as this is what happens in reality in many cases, especially where the shareholders and directors of the various companies are identical.Without shareholders seeking a profit from a company, it can be argued that a company is a meaningless concept, or a piece of paper without a purpose. The law therefore recognises that in most cases, the interests of the company, impart be closely connected to the interests of the members of the company, the interest of both existence to make a profit. However, as shown above, the interests of the members are not paramount, and difficulties will always arise in equating the interests of the company with the interests of the members due to the fact that in many smears, the members will have different opinions and conflicting interests which cannot all be met. Section 172 of the Companies knead 2006 also adopts the enlightened approach which calls for the interests of the company to be interpreted widely and not provided as the maximisation of profits at a cost to all other considerations. Employees are one group whose interests the directors must have regard to under section 172. This is part of the general duty owed to the company and as such, must be enforced by the company, and not the employees. Many have criticised this provision as meaningless, as employees cannot enforce it, yet, given that it is a requirement of the Companies Act, it must be expected that the majority of boards will consider the impact their decisions will have on employees, and such considerati on will be minuted. While the provision may not prove capable of persuading callous directors to act other than in the interest of profit maximisation, it will certainly support the efforts of directors who do wish to improve conditions for employees. It also sojourns to be seen how this provision will be enforced by companies and it may transpire that a strong line of case law will develop which will persuade directors to give veridical consideration to the interests of employees.Another group whose interests must be considered under section 172 is creditors. In Lonrho v Shell Petroleum 1980 1 WLR 627 Lord Diplock stated, at rogue 634, that the best interests of the company are not exclusively those of its shareholders but may include those of its shareholders. Since it is the members who appoint directors, it would be tempting for directors to seek to promote only their interests, however, as the apostrophize recognised, it is often the case that creditors have put significant money into a company and their interests must be taken into account. Lonrho concerned a company that was solvent at the relevant time. The position regarding an insolvent company arose in The Liquidator of the Property of West Mercia Safetywear Ltd v. Dodd and Another 1988 BCLC 250. In this case the Court of collection confirmed that when a company was insolvent, its interests include those of its creditors. In Winkworth v Edward Baron 1987 BCLC 193 Lord Templeman found that the duty was owed directly to the creditors and in Brady v Brady 1989 1 AC 755 Nourse LJ stated that where a company was insolvent, or its solvency was at risk, the interests of the company and its creditors were identical. According to Finch therefore, the creditors interests must always be taken into account to a limited extent, but as the company approaches insolvency, the interests of creditors must be given greater weight, until the interests of both groups coincide on insolvency.13The full extent of the success of the company as it is termed in section 172 of the 2006 Act includes a duty of directors to have regard to (a) the likely consequences of any decision in the long term, (b) the interests of the companys employees, (c) the need to promote the companys cable relationships with suppliers, customers and others, (d) the impact of the companys operations on the community and the environment, (e) the desirability of the company maintaining a reputation for high standards of business conduct, and (f) the need to cat fairly as between members of the company.It can be seen that there has been a steady broadening of the concept of the interests of the company to include more and more interests that a pure profit motive would fail to embrace. In March 2000, the DTI Company Law Review Committee stated that an inclusive approach should be select.14 They pointed out that societys interest in company law was that it promote wealth generation and competitiveness for the benefit of all, and that this can better be achieved if directors are forced to take into account all the relationships on which the company depends. The approach adopted in the Companies Act 2006 towards the creation of a statutory general duty owed by directors to the company is a progression of this concept with section 170(3) stating that The general duties are based on certain rough-cut law rules and equitable principles as they apply in relation to directors At subdivision (4) it states The general duties shall be interpreted and applied in the same way as common law rules or equitable principles. This is clearly maintaining the case law that has built up over the past centuries as the framework on which the new statutory general duties are based. It remains to be seen what effect the new statutory duties contained in section 172 of the 2006 Act will have on this case law. Therefore, in looking at the duties owed by directors, it is necessary to read both the statutory provisions and the p re-existing case law together. These both make a distinction between the fiduciary duties that directors owe the company, and their duty to act with reasonable care, skill and diligence.Under section 174 of the 2006 Act a director must exercise reasonable care, skill and diligence. The content of this duty has been long ago established by the courts and in The Marquis of Butes Case 1892 2 Ch cytosine the limits of the duty were clearly set out. That case concerned the Cardiff Savings Bank, which allowed by tradition the Marquis of Bute to inherit the presidency of the bank from his father. The Marquis in caput became president at the age of six months, and in the following 38 years, he attended only one board meeting. He therefore had no awareness of the business or involvement in it, and the court found that he was not expected to be involved. When financial irregularities by the board were uncovered, the court found that the Marquis was not liable due to his remoteness from the business, despite his formal position on the board. However, it appears as if the courts quickly grew stricter and in Dovey v Cory 1901 AC 477 a director escaped liability for malpractice but only because he had relied on information given to him by the chairman and general manager of the company, and his decision to do so was reasonable and not negligent. The extension since the Marquis case therefore, was the application of a reasonableness test.The standard was further developed in Re City Equitable Fire Insurance 1925 Ch 407 in which three rules were established. These were that a director must show the skill and diligence that could be expected from a person with his knowledge and experience his duties are intermittent, and exercised only at board meetings where he participates in decision making where reasonable, a director is free to designate tasks and responsibilities to other employees. These rules were affirmed in Dorchester Finance Co. Ltd v Stebbing 1989 BCLC 498 which stated that they applied equally to executive and non-executive directors.One of the features of the standard set out in Re City Equitable Fire Insurance is the fact that the standard is not that of the professional man, but the reasonable man with the skill and experience that the director in question subjectively possesses. This subjective test is useful for most companies as the more complicated the operation and the more money that is at stake, the more suitable the director is likely to be and the higher the standard. The standard will fall short in cases such as the Marquis of Bute, but this is more to do with the fact that a woefully unsuitable candidate has been appointed to the board, such as a six month old baby. In all but such extreme cases therefore, the subjective case set out in Re City Equitable will be sufficient. The second rule only requires the director to attend meetings and make himself aware of the business of the company whenever in the circumstances he is passably able to do so. Again this approach gives the law flexibility to allow for very different types of director, depending on the nature of the business. So for example, you could have an elderly family member sitting on the board because he knows the autobiography of the business, and he will not be required to pay constant attention to the business, but simply offer his guidance when moderately practicable. You could also have, as most companies do, full time salaried directors who are paid to spend all of their time and attention on the affairs of the company. As both types of director will be useful in various circumstances, the law allows for both, and requires each of them to be as aware of the dealings of the company as is reasonable in the circumstances.The third rule allows directors to delegate responsibility to others, and it might be feared that this will be used by directors to avoid responsibility. However, when taken together with the other rules of the test, i t is sheer that a director cannot delegate all of his responsibilities and disallow all awareness of the dealings of the company. He will still be required to be reasonably aware of what is going on and only to delegate tasks which it is reasonable for him to do so, taking into account the nature of business and the circumstances of the case.However, there are many instances in which these three rules will not protect investors or other stakeholders, for example in the Marquis of Bute case, and there have been calls for some time for an objective standard to be introduced into the law. The DTI Company Law Review Committee, in the 2000 report mentioned above, pointed out that an objective standard has been adopted for the protection of creditors by section 214 of the Insolvency Act 198615 and in the case of Re DJan of London Ltd 1993 BCC 646 Hoffman LJ found that the objective standard set out in section 214 of the 1986 Act reflected the standard that all directors were bound to me et when upholding their general duty. Therefore, the objective standard first set out in the insolvency context became the general standard owed by directors in all cases, and section 174 of the 2006 Act affirms that both the objective and subjective standards apply. At section 174(2) the 2006 Act states that the standard required is that which may be met by a reasonably diligent person with (a) the general knowledge, skill and experience that may reasonably be expected of a person carrying out the functions carried out by the director in relation to the company, and (b) the general knowledge, skill and experience that the director has. Therefore, as a minimum, the director will be required to demonstrate the care and skill that a reasonable director of a company of that type and standard would be expected to demonstrate. This allows for some flexibility as this minimum standard can still vary depending on the business, so that the director of a small family business will have a low er standard than the director of a FTSE 100 company. At the same time, if a director is chosen because of his particular characteristics, which make him qualified above and beyond what one might expect, he will be held to this higher, subjective standard.This standard, which upholds an objective minimum standard, which may be increased if the director in question is unusually highly qualified, seeks to strike a balance between protecting the interests of the company, and allowing directors to feel relatively at ease with the personal liability they have taken on board. A different approach was adopted in the USA, where the Supreme Court of Delaware, in Smith v Van Gorkom 1985 488 A.2d 858 found the ten directors of Trans Union Corporation liable in the sum of $23.5 gazillion for agreeing to a takeover without first valuing the shares of the company. While this failure seems fundamental, the sale of the companys shares was set to take place at a price significantly higher then the quoted price of the shares on the stock exchange, and the takeover would undoubtedly have benefited the company. The massive liability was imposed without any allegation of fraud or breach of fiduciary duty and yielded in a marked unwillingness of qualified persons taking on the role of non-executive director, at least for a time. It also resulted in a number of states, including Delaware where the decision was made, enacting legislation which allowed companies to exclude or limit the liability of directors for negligent breach of their fiduciary duties. Such a billet has not occurred in English company law, and the standard adopted in section 174 is measured to avoid the need for such a development.The second main area of directors duties falls under the heading of fiduciary duties. At its most simple, this covers the requirement that directors act bona fides in respect of the company. The case law that developed however sets out a number of common instances in which directors ar e in danger of breaching this duty, and the 2006 Act has proceeded to specify these situations explicitly. While it is not set out as such, the duty to act bona fides can be seen as an prevalent interest, which cannot be breached, even when authorised by the shareholders in general meeting. For example, in the case of (Re Attorney-Generals Reference (No. 2 of 1982) 1984 2 ALR 447 the directors of the company were the only shareholders. They took money from the company and the interpretation given was that the directors had taken the money with the authorisation of the shareholders. Nevertheless, the court found that this was breach of the overriding duty to act bona fides. The case of R v Phillipou 1989 Crim LR 559 found the same overriding duty and these cases were upheld by the raise of Lords in R v Gomez 1992 3 WLR 1067. Therefore, it can be said that there is an overriding duty to act in good faith and even if a majority of the shareholders revere of the action, the directors may not breach it, and a minority of shareholders, or creditors, and possibly employees and other stakeholders, would be able to have the action set aside.However, it is also assertable for directors to breach one of the explicit fiduciary duties, such as using powers for one purpose to achieve a different purpose, which are not venal or mala fide. In such cases, the court can find that the breach of the particular fiduciary duty does not place the directors in breach of their overriding duty of good faith, and a majority of the shareholders can vote to authorise such acts. Section 239 of the Companies Act 2006 allows shareholders to ratify breaches of a fiduciary duty, but subsection (7) states This section does not affect any other enactment or rule of law imposing additional requirements for reasonable ratification or any rule of law as to acts that are incapable of being ratified by the company. Therefore, the previous case law which was upheld by the House of Lords in Gomez still limits the ability to ratify. In fact, the specific fiduciary duties have been described as disabilities and in Movitex Ltd v Bulfield and Others 1988 BCLC 104 it was upheld that companies could alter their Memorandum and Articles to amend the nature of any fiduciary duty owed by the directors to the company, subject always to the requirement that nothing purported to allow dishonesty. Movitex concerned the concept of self-dealing, which is ordinarily presumed to be a breach of duty. In this case, the company was able to remove this presumption, so that the director was able to engage in self-dealing, but subject to the requirement that he did in fact act in the best interests of the company. A simple example of this would be if a lay off producing company sought to appoint the owner of a supermarket as a director. Self dealing would disable the director from selling cheese to the supermarket he owned, as it would be self-dealing, and very easy for the director to breach his fiduciary duties to the cheese producing company. However, the company could authorise the director to sell to the supermarket concerned, on condition that he did not abuse this ability and breach his duty of good faith. An ordinarily disallowed employment would be allowed, but would still be subject to the requirements of good faith.The explicit fiduciary duties of the director set out in the 2006 Act are the duty to act within powers16 the duty to exercise independent judgment17 the duty to avoid conflicts of interest18 the duty to declare interests in proposed transactions or arrangements19 and the duty not to guide benefits from third parties20.Section 171 requires that the director (a) act in accordance with the companys fundamental law, and (b) only exercise powers for the purpose for which they are conferred. This is an area where the courts have been sooner willing to excuse directors if they have used a power for a collateral purpose and a majority of shareholders have been in favour of it. For example, in the cases of Punt v Symonds Co 1903 2 Ch 506 and Piercy v S Mills Co 1920 1 Ch 77, the court allowed the issue of shares by directors to prevent a at loggerheads takeover and to dilute the influence of hostile shareholders, because the majority of shareholders approved. This was despite the fact that the power had been granted solely to allow the raising of capital. However, in Howard Smith Ltd v Ampol Petroleum Ltd 1974 AC 821 the Privy Council held that where there were two purposes for issuing shares, to raise capital and to prevent a takeover, the proper purpose of raising capital had to be the dominant purpose. In Re Looe Fish Ltd 1993 BCC 368 the directors were disqualified under section 8 of the Company Directors Disqualification Act 1986 for allotting shares for an improper purpose.Section 173 requires the directors to exercise independent judgment. This is a restatement of the common law duty on directors not to fetter their daintin ess. This has acted to reduce the risk of directors being in a conflict of interest situation be disabling them from entering agreements which might prevent them from acting in the best interests of the company in the future. In Fulham Football Clun and Others v Cabra Estates Plc 1994 1 BCLC 363 the company was paid money in exchange for not opposing property development plans. As the planning process drew out, the question arose of whether the directors had fettered their discretion by agreeing never to oppose such plans. However, the Court of Appeal stated that where a contract as a whole was bona fide for the benefit of the company it was valid and the directors could bind themselves to do whatever was required to fulfil it.Section clxxv prohibits directors from entering a position where his interests actually or potentially conflict with those of the company. If the constitution of the company permits, the directors can authorise a conflicting situation to be entered into, so lo ng as the relevant director does not vote. Section 175 also requires the director to declare their interests in any contracts, and under section 170, this duty extends after the director has ceased to hold office. The declaration is made to the board. The potential complexness of such situations can be seen in Menier v Hoopers Telegraph Works 1874 LR 9 Ch D 350 in which the James LJ held that a majority shareholder could not prejudice the interests of the company because of its own conflicting interests. Similarly, in Cook v Deeks 1916 1 AC 554 the directors sought to conclude the final round of contracts in a large railway development programme in their own names. The court held this was clearly in breach of their duty. In Scottish Co-operative Wholesale Society Ltd v Meyer 1959 AC 324 the directors say on the boards of both a parent and subsidiary company, and as soon as it emerged that the interests of the two companies were conflicting, the directors could not longer remain in t hat position. As Lord Cranworth said in Aberdeen Railway Co v Blaikie Bros (1854) 1 Macq 461 (HL), it is a rule of universal application that no one, having fiduciary duties to discharge, shall be allowed to enter into engagements in which he has or can have a personal interest conflicting or which possibly may conflict with the interests of those whom he is bound to protect. One area that the courts have found difficulty with is when a director comes across a profitable opportunity as a result of his position as director. This situation arose in Regal (Hastings) Ltd v Gulliver 1942 1 All ER 378 in which a cinema company sought to employ two other cinemas. A subsidiary was formed for the purpose, but the owners of the two cinemas would only agree to the lease if the authorised share capital was paid up. As the parent could not afford to do so, some directors personally purchased shares in the subsidiary. When it came time to sell the shares in the subsidiary, the company demanded t hat the directors account to the company for the profits they had made, and the House of Lords held that they were liable to do so. This was despite the fact that the company would have been unable to exploit the situation because of its own lack of funds. The same principle was applied in Industrial Developments v Cooley 1972 1 WLR 443 in which a director learned information which would have been profitable to the company and kept it to himself. He then used the information to secure a position at a rival firm and left his present company. His present company could not have secured this position itself and so could not have benefited in the manner in which the director had. Nevertheless, the court found that the director had to account to the company for the profit he had made as a result of information gleaned in the course of his directorship. Gencor ACP Ltd v Dalby 2000 2 BCLC 734 affirmed that it is no defence that the company would not have apply the opportunity, although the shareholders can approve of the action and this would justify the director.As a result of the case law and the wording of the relevant provisions of the 2006 Act, it can be cerebrate that a director is disallowed from entering a position where one of his person

Role Of Language In Identity Formation Cultural Studies Essay

Role Of Language In Identity Formation Cultural Studies Essay race that beat multilingual background face complex issues in adapting and assimilating their vocabulary to pagan identity that they want to be identified with. People render their linguistic structure so as to bear a resemblance to those of the group with which from time to time they wish to trace. Cultural identity is defined as the product of social and historical background that is constructed when an individual categorize themselves a group, in addition to social context and socialally accustomed communicative structures in a particular society (Jung and Lee,2004). Language serves as a tool that embraces ones identity and operates as a mean of uniting a cultural confederation that sh ar the same corporate identity.In the process of identity formation, actors line functions as a tool that holds the cultural identity that the language resembles. Professor Ngugi Wa Thiongo, an African scholar and Kenyan author claims that language is a carrier of culture (cited in Kaili and Kaili). He explains that the distinctiveness qualities that a culture possessed for example, its suffer value, custom, principles, faith, ideologies and the ways of life are embed in its own language. Kaili and Kaili (1998) gives an example ab tabu the relationship between language and identity that is embedded in a culture of fakaapaapa to the variety of status in Tongan social hierarchy this cultural customs is conceded in the Tongan language of respect. A Tongan speaker unit leave behind utilize variety form of Tongan speech to express the level of fakaapaapa that is ethnically suitable for the person ones is speaking to. This illustration demonstrate the occasion that language play in the process of identity formation.Lanehart (1996) in her article alleges that language is a part of ones culture and identity. In the article, Laneheart explains the connection between language and identity and how they are relat ed with each other. She claims that our identities emerge from our transaction which is develop within a culture, whither language is essential. Lanehart relates language and identity through the concept of language goals where people construct their language structure so as to bear similitude with the cluster they want to identify with and want to become. As an African American, she gives her run across based on her social experience where she explains the dilemma that African Americans face when they try to incorporate their language to cultural identity that they want to identified with. friendly perception that equates the choice to speak Standard English as trying to be White creates a dilemma in most people that have multilingual background. This perception and situation demonstrate that there is a significant connection between language and identity formation.However, the usage as a cultural identity that the language play is debatable because there are some cases when the individuals does not identify themselves as a group in particular ethnic even though they master the language of that ethnic. Jung and Lee (2004) in their study about the ethnic identities of Korean American students found that most of their research subjects identify themselves as a person that has a strong Korean background although they are fluent in English and were born in U.S. They identify themselves as either Korean American or Korean, but not American. This is the outcome of strong influence of Korean community that is ethnically oriented. In this context, we can correspond two forces that drive the changes and divergences identity formation structures and agency. Structure is the forces beyond our control which shape our identities while agency is the degree control which we ourselves can exert who we are (The Open University, 2010). Ones cannot choose the language that they are born with because of the structure forces however, as time goes by, identities changes as a r esult of agency factor such as media, environment and social pressure and this induce a person to make changes in which language and cultural identities they want to identify with. Open University (2010) asserts that identities are not fixed and constant they change too. It can be concludes that language is not the only tools that embrace identity there are some other away factors that helps the process of identity formation.Language also works as a mean of connecting a cultural community that share the same collective identity. corporate identity refers to sense of belonging when an individual identify themselves to a group or nation (Open University, 2010). Kaili and Kaili (1998) claims that when an individual speak their mother tongue language with their peers, they are a sense of relationship, unity and bond that make the cultural community more connected with each other. Research that was conducted by Jung and Lee (2004) found out that Korean language is the agent that unites the Korean Americans cultural community. Even though there is a type of student whom did not really engage with Korean cultural activities, this type of students still typically hangs out with Korean peers because they feel cultural disparity when they communicate with American peers. Ghose (2010) supports the idea of unity that language plays in identity formation in his article and he stresses that language serves as a mean of unifying the country. If the role of language in uniting a cultural community is analyzed in a different perspective, language can act as a tool that divides the people in a cultural community. Goose (2010), Lanehart (1996) and Kaili and Kaili (1998) share the same opinion about this idea. They critique the society obsession with Standard English and how English have eroded the cultural identity of their culture. For example, many Tongans see the Tongan language as an obstruction to their academic and economic development they favored English language more than the Tongan language.Freire and Macedo (1987, 128) highlight that language should never be understood as a mere tool of communication (cited in Lanehart). Without doubt, language plays a significant role in the formation of cultural identity. It also acts as tool to unite the people in one cultural community that share the same collective identity. We often do not realize how much language has impacted our life. So, it is important for us to value our language because it carries our cultural, historical and social identity. Without a language, ones will lose its own identity.

Supply Chain of Toyota Motors

Supply Chain of Toyota MotorsIn the automotive industry, furnish cooking stoves atomic number 18 extensive and include elements of producing based on several forecasting techniques. The amount of money invested is large and fixed. Key trend in the automotive industry is the extend of the variant numbers on individual models and standardization of components in the supply chain. This means that models cease be adjusted to the individual tastes of nodes and new models are develop and produced continuously in order to meet the changing market demand. The uncertainty in the market place is translated into mix flexibility and volume flexibility in order to be competitive in the market place.The supply chain which was developed by Toyota was one of the premier in Low follow supply chains. The entire chain was intended to reduce the follows and get the cost to minimal possible values. But there was no compromise on customer satisfaction, quality and delivery clipping. It maintaine d reasonable service trains. The objective of the SCM was to place the Right Product at the correctly store in right quantities ply to the right customer at right time and a right price.The supply chain created by Toyota (Exhibit 2) was highly integrated. It had a complete integration of right from the raw material providers to its Tier 1 and 2 vendors along with the manufacturing plants, warehouses , dealers and end customers. International collaborators were also a part of the supply chain which made it nonetheless more robust and inclusive. The analyses of some of elements of this highly integrated SCM are as belowSuppliersToyota organized its suppliers into functional tiers. The first tier suppliers worked together in a increase knowledge team and the second tier suppliers made individual part. The first tier suppliers were highly co-operative. There is a high degree of co-operation and reading exchange between them. This greatly reduces the lead time in new product deve lopment as it avoids Re-inventing the wheel. Toyota also believes in having an overall technological development throughout their suppliers as well. It sends personnel to suppliers to compensate for greater working load. Besides that it also transfers senior working managers for top positions at their suppliers. This non only gives the suppliers greater insights to Toyotas management practices but is also a move to make the suppliers master Lean production practices initiated by Toyota.Related to flexibility, the following can be said. Since Toyota strives for a long-run relationship with its suppliers and also pursues a single-sourcing strategy for their strategic components, it does leave the OEM vulnerable for disruptions. But, the single-sourcing strategy is also a means to establish a long- marge and flexible relationship with a supplier. Since each supplier shares its destiny with other suppliers and Toyota, the level of collaboration horizontally and vertically is higher. Therefore, a singly sourcing strategy itself is considered to be as hazardous, the relationship itself is far more flexible then a more economic-oriented relationship between a buyer-and-supplier.The concept of minimal production cost is so well practice that the vendor pricing is also done on Market Price Minus concept rather than Supplier Cost Plus This is basically a value analysis to the end user. By this particular move they try to provide the necessary value to the end product at minimal manufacturing cost. Besides that the production smoothening concept enables the suppliers to maintain a constant business volumes. Overall the intention of the company is to maintain long term relationships with co-operation and team work.ProcurementToyota does not partner with its suppliers just functionally but in operation terms as well. Suppliers are integral elements of Toyota. They are geographically located within 56 miles radius. A security of guaranteed order is given which enables th em to produce the best quality raw materials at cheapest cost achieving economies of scale. Toyota does not believe in choosing supplier as a lowest bidder. But it believes in gradual mutual improvement. It believes in vendor creation and development. As an initiative in this direction it trains its suppliers as per required.Packaging is also given a great importance with respect to transportation efficiency. Packaging is done in medium boxful size and small pallets. There is a dedicated transport service. Consistent daily route and periodic route revision is provided so as to cater to even smaller requirements.Supplier RelationsToyota has a supplier partnership pecking order in which it develops or builds relations with its suppliers. This is called as supplier partnership hierarchy. This hierarchy is as described below.Kaizen and training 6. Interlocking StructureJoint Improvement 7. Mutual Understanding and TrustInformation SharingCompatible CapabilitiesControl brassAs per th is particular hierarchy what Toyota tries to achieve is create levels of responsibilities in the tiers itself along with strict cost and timing awareness. It has integrated the JIT (Just In Time) approach alsoToyota can be considered as the first automobile brand that introduced a clear need for flexibility in its entire business dust. Toyotas lean philosophy is not only restricted to its manufacturing system it describes a philosophy that incorporates a collection of tools and techniques into the business processes to optimize time, human resources, assets, and productivity while improving the quality level of products and services to their customers.Currently, several automobile brands clearly recognize the strength of lean thinking in relation to increase flexibility in their supply chain activities. In the dyadic relationship between a buyer and supplier, emphasis is put on how the work can be done smoothly in order to improve quality and reduce costs. Best value procurement be comes more important instead of merely a cost-oriented approach that ensures a polish relationship with suppliers. First tier suppliers are incorporated into the production development program. This means that suppliers make their own engineering decisions instead of designing on the tail end of blueprints solely. Next to this, these suppliers have their own 2ndtier suppliers under itself who supply parts for these components. This ensures that the exchange of information is possible horizontally which improves the collaboration between suppliers. This collaborative aspect is of major importance in a relationship when market demand (or other influences) requires changes of demand in the buyer-supplier relationship. This collaborative aspect among suppliers is rather uncommon in many a(prenominal) industries since sharing information increases the risk of losing the next bidding process among suppliers to an assembler.As a preliminary conclusion, the Toyota cases sheds light on t he mix, volume, new product and delivery time aspects of flexibility in SCM.MANUFACTURINGToyota believes in continuous development by adopting lean production process and is a pioneered in TPS known as (Toyota Production System). The system is designed on Pull strategy and customer is at the prime focus in the entire production facility. It implements lean production facility which has makes the like Cellular layouts and could be set up in small time. It has pull scheduling emphasizing decreased wastes. Loss aversion is one of the basic feature of lean. Besides that Toyota also assures six sigma qualities. The overall result of this policy being excellent quality at low costs combined with fast receipt abilities. Exhibit 3 shows some key principles of Lean manufacturing by ToyotaDISTRIBUTIONIt applies Toyota way to manage dealers based on 3 key principlesComplete liberty to dealers to make decisions. It helps them invest in right things to improve. Dealers become extremely proac tive because of this moveToyota believes in joint development with dealers. It believes in organic growth with dealers contestation is key to improvementExhibit 4 shows the geographical distribution of ToyotaWHAT MAKES TOYOTA DIFFERENT FROM ITS COMPETITORS?Toyota has an earthquake resilient supply chain- An pioneering initiativeToyota and other Japanese automakers were forced to nail a large portion of their production both inside and outside Japan for months after the earthquake and tsunami cut off the supply of hundreds of parts from the countrys devastated northeast.Toyota was victorious three steps to fight supply chain risks that he expected would be completed in roughly five years. The first is to further regularise parts across Japanese automakers so they could share common components that could be manufactured in several locations. The second step is to ask suppliers further stamp out the chain to hold enough inventory perhaps a few months worth for specialized compone nts that cannot be built in more than one location, or take anti-quake measures that guarantee safety against any tremor or tsunami. Part of the second step would involve developing technology that would provide more options for parts and materials, such as substituting rare earths found mostly in China. The third step to becoming more resilient was to make each role independent in its parts procurement so that a disaster in Japan would not affect production overseas.

Rights of Afghan Women Since the US Invasion Essay -- Afghan Womens R

As a result of the US invasion of Afghanistaniistan, the issue of Afghan womens rights came to the world stage. Through the media, populations of first-world countries saw firsthand the terrible oppression of Afghan women. One such instance was the famous picture of the Afghan miss published in the National Geographic magazine, which became an international symbol for the plight of Afghan women. The United States and Afghan governments come repeatedly obstructed the progression of Afghan womens rights, causing womens quality of life to decline, womens education to suffer, and womens representation in government to be limited.Womens rights in Afghanistan have not always been suppressed. Throughout the early 1900s to the mid-1900s, women were free to travel unaccompanied. King Amanullah constructed schools for girls and passed laws eliminating arranged marriages (Kolhatkar, 2013). In the early 1950s, the government outlawed the Islamic principle of purdah, or gender separation. Mor eover, the government granted Afghan women the right to vote in 1965, a year earlier than American women, and by the early 1960s, held half of any legislative posts (Women, 2013). King Amanullah even made the burqa, the symbol of oppression, optional and encouraged a Western style of dress (Kolhatkar, 2013). When the Taliban came to power in 1996, all of that changed. The Taliban believed it was their avocation to protect women and their familys honor. Enforcing a version of Sharia, or Islamic law and drawing principles from the Pashtunwali, or traditional social code, the Taliban effectively banned women from release to school, studying, working, leaving the house without a male relative to accompany them, showing any skin while in public settings, ... ...bglj Levi, S. (2009, September). The long, long struggle for womens rights in Afghanistan. Origins Current Events in Historical Perspective, 2(12). Retrieved from http//origins.osu.edu/article/long-long-struggle-women-s-rights -afghanistanMahr, K. (2014, April 14). Waiting for the Taliban. Time, 183(14), 24-38.McCurry, S. (1984, December). Afghan girl Photograph. National Geographic. Retrieved from http//photography.nationalgeographic.com/photography/ photographers/afghan-girl-cover.htmlPeace unveiled Television episode. (2011, October 25). In P. Hogan, G. Reticker, A. E. Disney, & C. Rizzi (Producer), Women, war and peace. New York, NY PBS.Women in Afghanistan The back story. (2013, October 25). Retrieved April 6, 2014, from Amnesty International UK website http//www.amnesty.org.uk/womens-rights-afghanistan-history.U0If0FzxWP8