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Foreign exchange rate policies during a financial panic

In order to avoid further down-turn, the central bank should carry out the following payment mechanisms that will keep the economy intact. First and foremost, the central bank should prevent panic sparked off by bad companies from getting to good banks. This implies that the central bank must give sufficient reserves to good banks to meet the withdrawal of deposits but not enough for them to extend new loans to help speculation against currency. Another step is for the central bank to ensure that customers, especially exporters, for the banks which have failed continue to receive credit so as to keep the production going on. This means that the functions of failed banks must be kept alive by the central bank as it restructures the balance sheet for their final sale. The central bank should allow for currency depreciation by floating the currency so as to avoid capital inflow. If the amount of working credit remains unchanged, domestic firms will take an advantage of the depreciating currency and increase their exports CITATION Par01 l 1033 (Park, 2001). The resulting increase in exports will bring about a recovery from the economic down-turn. The growth will restore confidence in the economy, prompting domestic firms to repatriate their capital from abroad. The result will be an appreciation in the value of currency from its depreciated state, although not often to the pre-crisis state CITATION Lee11 l 1033 (Lee & Lee, 2011).

Asian financial crisis in Thailand

Thailand reduced its liquid foreign exchange reserve in a bid to protect its currency. When the Thai baht fell against the dollar in value, regional currencies increased in value, causing the cost of foreign debt to skyrocket. This triggered the financial crisis whereby most countries of the South East Asia were rendered bankrupt. Therefore, these countries could not be able to pay their financial debt and required a lot of financial aid from multination financial aid organizations such as the IMF. Thailand’s baht lost 52 percent of its pre-crisis value against the dollar CITATION Bat08 l 1033 (Batum Corporation, 2008). IMF provided financial support to these countries with the aim of restoring investor confidence and removing Thailand from the hook of the crisis. However, the funds seemed to exacerbate the flight instead of reducing its effects. This is because it served to emphasize domestic financial weakness hence diminishing investor confidence. The economies that suffered the economic crisis are now teaming up to self insure themselves against the consequences of balance of payments difficulties experience earlier. The country has managed to reserve foreign currency so as to avoid another financial turmoil. The regional policy makers and firms were avoiding unbridled financial liberalization and therefore issued few external bonds.

Thailand was praised by the World Bank for being receptive to foreign investment, having market friendly philosophy and being outward looking. Its reception of foreign investment made it a home for many Japanese manufacturing companies. However, this was the main contributor to its collapse when the financial crisis hit Asia. The bank of Thailand tried to maintain the baht-U.S dollar peg by buying currencies that were being traded. This was done by use of official foreign reserves. By the end of July, 1997 the remaining option for Thailand was to replace the fixed exchange rate with a managed float since it could tap no more reserves. A request for loan by Thai’s finance minister was turned down which led to his call for IMF’s assistance. This had been fifteen years since the last call on IMF for assistance. The government was forced to set as its economic objective a budget surplus of 1% of its GDP CITATION Man03 l 1033 (Manuer & Ayatolla, 2003). This was as a result of the restrictions imposed by IMF following their financial aid. The expected revenue was expected to fall to a certain value which forced the Thailand to cut its spending and increase taxes. This further brought down the economy. This saw a decrease in the decrease in employee salary and even laying off of workers. There was a nationwide decrease in retail sales by four percent in the first three-quarters of 1997. Import for consumer goods reduced by one percent during the same period. The investment by private institutions shrank considerably by during the year. The heavy depreciation of baht led to an increase in the amount of export by 26%. The increase in exports was seen as a possible turn from the downturn of the financial crises CITATION Lin10 l 1033 (Lindsay, 2010).

The stiffening of the monetary policy in order to raise interest rates to curtail further currency depreciation, the sudden closure of poorly performing financial institutions, a significant cut in budget outlays and the increase of prudential ratios created a huge credit crunch that deepened the financial crisis in Thailand. To honor its exchange rate commitment, Thailand depleted its foreign exchange rate reserve. The move was to defend its overvalued currency. With the fall in reserves, foreign creditor companies panic and demand an immediate repayment of their loans. It is evident that the Asian financial crisis brought the economy of Thailand to its knees CITATION The07 l 1033 (The Economist, 2007). Multinational companies in Thailand were not spared in its wake. The measures that the country took to control the crisis served to worsen it as its economy deteriorated further. The call for aid from the IMF to cushion their down-turn attracted stiffer restrictions from IMF. The limit by IMF was to see a cut in their financial budget by a certain percentage. This further depreciated baht hence leading to a further financial turmoil. Multination companies in Thailand suffered a big blow as most of them registered a loss. It is estimated that a single multinational company registered an abnormal (-1.43%) loss in its monthly income. Currency derivatives use and potential working hedging strategies did not protect firms from the Asian financial crisis. IMF ordered the closure of up to 58 companies in Thailand. Multinationals were not spared. This is probably due to the magnitude of the panic and the resultant lack of liquidity in the market of the derivatives during and after the crisis CITATION Mor12 l 1033 (Morodum Inc., 2012).

The measures taken by Thailand are not very attractive taking into consideration that it is still grappling with the then financial crisis. It has never returned to its initial state. The financial bailout from IMF was a good turn for them which saw them bend their knees further. This serves as a lesson to Thailand and other countries. The slow recovery of Thailand from the turmoil is reflected easily by the slow growth of the multinational companies still present CITATION Wes02 l 1033 (Weston & Allayannis, 2002).

Asian financial crisis in Malaysia

The Malaysian experience from the crisis shows that Asian countries have liberalized their financial sector and still contain their financial flows through selective capital regulations or control in order to prevent speculation. Malaysia resorted to a controversial capital control as a result of the crisis. Domestic coalitions between the private and the public sector in Malaysia have had a significant contribution to the economic growth of the country between 1998 and 2007. When financial crisis hit South East Asia, Malaysia responded promptly by embracing IMF-like measures (Gitman & McDaniel, 2009). Tight monetary and fiscal policies were implemented in order to defend the Ringgit, limit interest rate hikes and slow credit growth. The first policy, macroeconomic, implemented by the government under the guide of the then Deputy prime-minister Anwar Ibrahim failed to exude confidence in investors and hence exacerbated the crisis. Owing to the worsening crisis, the tight fiscal policies transformed to an expansionary one with higher capital spending and tax reductions in the month of August 2008. The shift was not enough and the country embarked on the controversial exchange and capital controls. The main aim of this was to remove speculations against Ringgit, limit capital flight and gain monetary independence for Malaysia (Hansen & Guan, 2009). The measures taken were: the Ringgit was pegged at RM 3.8 per US dollar, investors were refrained from withdrawing their financial investments in Malaysia for at least one year, Ringgit trading outside the country was prohibited so as to cut down on offshore Ringgit trading market, the transfer of funds outside the country was subject to approval, trade settlements in Ringgit, as well as international lending and borrowing were prohibited, and export and export of Ringgit banknotes were restricted CITATION Nau74 l 1033 (Nauman-Etienne, 1974).

This decision was contrary to international financial market’s expectations. In fact, rating agencies downgraded Malaysia, its sovereign bonds were increased relative to those of Korea and Thailand and Malaysia was gotten rid of from major investment indices. This was as a result of the measure it had taken which brought uncertainty on their influence on direct foreign investment. Initially, financial sector regulation was better established in Malaysia than most of its neighbors. This was because of the central financial reforms Malaysia had undertaken CITATION Sha02 l 1033 (Shapiro, 2002).

Capital controls in Malaysia was met with a lot of resentments as multinational companies and other foreign investors thought that Malaysia was going to experience extreme slowdown and hence would not be able to recover from the financial crisis. However, after its absorption in September 1998, Malaysia experienced a strong and fast recover y from the economic meltdown. The ban of offshore trading brought a stop to capital flight which allowed a decrease in interest rates and business expansions (Field, 2009).

The capital control policy by Malaysian government greatly impacted on the business of multinational companies. The uncertainty in the measures taken by the government led many multinational companies withdraw their investment in Malaysia. This was brought about by the fear for any further economic melt-down. The declines in exports, as well as consumer confidence were among the biggest setbacks for multinational companies as their product could not gain the wider market and hence registering huge losses. The financial crisis led to many workers being laid off. This negatively impacted on multinational companies because the government policy preferred the laying off of a foreign worker to a local worker (Moss, 2007). However, the reduced interest rates attracted other multinational companies. Investors were attracted by the cuts on their investment charges. The country did this in order to regain its image economically as investors would bring an economic through reduction of unemployment and payment of taxes to the government. Portfolio investors who had been denied the chance to withdraw their finances were worst hit because reinvestment on their part could not be realized. This meant that they had to wait for a year or more in order to make huge investments from their finances in the Malaysian banks CITATION Bha00 l 1033 (Bhalla, 2000). Multinational companies which also had their finances banked with Malaysian banks could not invest in other better performing economies as they were financially tied. In a general perspective, multinational companies were negatively affected by the financial crisis. The companies made huge losses, laid off most of its workforce and others opted out of Malaysia immediately CITATION Lip11 l 1033 (Lipson, 2011). It is of importance to note that Malaysia recovered fast from the turmoil and hence those multinational companies present then also experienced a strong economic growth too CITATION Zum08 l 1033 (Zumkehr & Edo, 2008).

Multinational companies in Eastern Asia generally faced negative and significant effects from the credit crunch. The response strategy by Malaysian government was the best choice in the case for it speeded up the recovery of the state from its state of bankruptcy. For multinationals in Malaysia, the experience was the same. The recovery of the country brought a simultaneous recovery in the multinational companies. The companies’ growth was significant, although they were not reinstated. Malaysia is one of the economies to emulate in South East Asia as it took a very different approach towards managing the crisis. Unlike other countries, it did not subscribe to borrowing from IMF. It adopted a capital policy which saw it rise faster than other countries like Korea and Thailand CITATION Ril12 l 1033 (Riley, 2012).

References

BIBLIOGRAPHY Batum Corporation. (2008). Internation Monetary Funds. International Monetary Funds Policies .

Bhalla, v. k. (2000). International Financial Management. Delhi: Anmol Publications pvt. Ltd.

Field, A. (2009). Diagnosing and Fixing Dysfunctional Teams. Harvard Management Update .

Gitman, L., & McDaniel, C. (2009). The future of business : the essentials. Mason: South-Western Cenage Learning.

Hansen, D., Mowen, M., & Guan, L. (2009). Cost management : accounting and control. Mason: South-Western.

Lee, A. c., & Lee, C. F. (2011). Financial Analysis,Planning and forecasting. Francisco: Rutgers University Press.

Lindsay, J. (2010). Investments on Banks. Investment by Financial Institutions .

Lipson, M. (2011). Financial Management. ISI Journal Citation Reports .

Manuer, F., & Ayatolla, G. (2003). Financial crisis in Thailand. Thailand and Financial Turmoil .

Morodum Inc. (2012). The Financial crisis in South Eastern Asia. Joiurnal of Morodum Inc.

Moss, H. k. (2007). Improving Service Quality with the Theory of Constraints. Journal of Academy of Business and Economics .

Nauman-Etienne, R. (1974). A framework for Financial Decisions in Multinational Corporations- A summary of recent research. Financial and Quantitative Analysis .

Park, Y. (2001). Financial Management. An Overview of Financial Management .

Riley, J. (2012). Introduction to financial Management. finance and Accounting .

Shapiro, A. c. (2002). Multinational Financial Management. Prentice Hall of India pvt. Ltd .

The Economist. (2007). How Asia shrugged off its economic crisis. Ten Years On .

Weston, J., & Allayannis, G. (2002). The impact of Asian financial crisis on U.S. multinationals. Intenational Finance Review .

Zumkehr, H. J., & Edo, A. (2008). Malaysia and South Korea: A Decade after. Chulalongkorn Journal of Economics .

Chapter 6; Topic 6

Basic DCA Operations

Correct channel assignment is paramount when multiple APs are used in a wireless network because it facilitates client mobility and efficient use of airtime. A new AP uses the first non-overlapping channel in each band when it first powers up. In the case of channel 1, it uses 2.4GHz, while in the case of channel 36, it uses 5GHz. The DCA algorithm tends to look at each AP individually to find the ones with the worst RF conditions and the lowest CM. The algorithm identifies the one that can be improved by moving them to a better channel. The DCA algorithm also uses a sensitive threshold to keep channel changes under control.

Basic DCA Operations; Internet Source

https://www.cisco.com/c/en/us/td/docs/wireless/controller/technotes/8-3/b_RRM_White_Paper/dca.htmlThe Dynamic Channel Assignment maintains the performance of individual radios by adjusting the channel dynamically. It also manages 20/40/80/160 MHz bandwidth OBSS’s actively. The DCA makes decisions using an RSSI-based cost metric function which evaluates performance based on interference for each available channel. Additionally, the DCA manages channel assignments for an RF group in a dynamic system and evaluates the assignments on a per AP per radio basis. Under the DCA algorithm, the group leader maintains the neighbor lists for all APs in the RF Group. The group leader also organizes these neighbors into RF Neighborhoods. It uses metrics like DCA sensitivity and channel load to track each AP in the RF Group.

Business entrepreneurship

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Chapter 7:Business strategy

The global market provides many incentives and opportunities for any business to venture. Any business can be tempted to venture into the global market. However, the global market also poses a significant risk that must be fine-tuned to reap its benefits. Businesses go global for several reasons such as to increase the market size, to take advantage of arbitrage opportunities, to enhance a product’s growth potential, to explore the reverse innovation, and to optimize the location of the value chain activity. Globalization emphasizes the increase in market capitalization in the world. It means that there is increased trade in goods and services and the exchange of money, ideas, and information.

Expansion poses several international risks that must be addressed by the corporate board. Politics is a major risk that determines the level of investment. Countries that lack the rule of law, civil unrest, and are in military turmoil may destroy one’s property and make operations impossible. Hence, the executive must assess the country of interest. Economic risks such as piracy and counterfeiting are deleterious to investors. A country’s currency may pose risk since it determines the cost of production. The management may also be forced to adapt to the local environment. Corruption risk is prevalent in countries such as Sudan, Somalia, and North Korea. To survive the risks a company must find solutions to the risks. A nation’s competitiveness is determined in part by four factors: factor endowments, demand conditions, related and supported industries, and the firm strategy, structure, and rivalry.

International strategies require the diffusion and adaptation of the mother company to meet the demands of the foreign markets. For international strategies, both pressures for local adaptation and lowering costs are minimal. For global strategies, the pressure for lowering costs is high while that for local adaptation is low. Global strategies permit for the centralization of operations as well as standardization of products. The multi-domestic strategy contrasts with the global strategy because the products and services adapt to the local market and the decisions may be decentralized. The transnational strategy seeks global competitiveness through tradeoffs. The pressure for both local adaptation and lowering costs is high.

Chapter 8: Entrepreneur strategy and competitive dynamics

The entrepreneurial strategy provides the means via which a firm creates and reestablishes its crucial sets of relationships with its environment. Good entrepreneurs know that they have to analyze the market before venturing into it. In today’s ever-changing global market, one must be focused on their goals. They must study the market. Opportunities are always available, they just require one to analyze and study the business niche. An entrepreneur must be aware of the value creation and assess the risk. The ideas can arise from many areas. New value can be created from start-up ventures, non-profit firms, established institutions, and family-owned businesses. Some may get ideas from existing customers or suppliers or even as a result of technological advancements.

Entrepreneurial strategies revolve around three concepts, opportunity, resources, and the entrepreneur. The concepts must interplay. Let’s discuss the necessity of the opportunity. First, the opportunity must be discovered and then evaluated to determine its viability and feasibility. Viable ideas are attractable, attainable, durable, and value-creating. Resources include finances, human, social, and government capital. Perhaps entrepreneurial leadership is the most important factor. For example, they must be dedicated and committed to the idea to be successful. The leader must have a vision and the ability to command her employees towards it. New ventures require an entrepreneurial strategy to understand the industrial conditions and the competitive environment. They need to determine the entry strategies, generic tactics, and combination strategies. Whichever works out must be assessed and analyzed beforehand.

Competitive dynamics elaborate on why the market responds and why the approaches evolve. New competitors may shape the market if they survive. Hence, the existing competitors often choose to react to the entry of new competitors. They respond in different ways. Hence, an entrepreneur must sit down and predict the reaction. They must understand the types of competitive actions that can be undertaken. They should do threat analysis and predict the likelihood of a given competitor reacting. Hence, this may answer questions like, how do I enter the market? How should one compete? How should one deal with the competitor’s reaction?

Chapter 9: strategic control and corporate governance

An entrepreneur must first develop the strategy, after which they proceed to implement it. A control mechanism is integrated within the system to ensure that the performance meets the strategic goals. The mechanisms are known as strategic control. There are three types of strategic control informational, behavioral, and corporate governance. To review the approach there are two methods. First, the traditional way which compares the performance against the control. It involves lengthy time lags with single-loop learning. The traditional approach is applicable where the environment is stable and simple and when the objectives can be measured with absolute certainty. It is less interactive than a contemporary approach.

The contemporary approach combines both formulation, implementation, and control. There is constant interaction between these fields. Informational control involves doing the right things. It requires continuous surveillance of the environment. It ensures that the business fits within current trends. Informational control asserts that time lags are shortened, changes are detected earlier and this facilitates a speedy and flexible response. Behavioral control is concerned with doing things right. All firms have a manner of running it. Hence they have cultures, rewards, and boundaries to make this happen. Even the smallest corporates have cultures. Therefore, scholars are trying to come up with the best cultures to teach to students. They have understood that the culture must be tailored to each institution. It is a system of unwritten rules that influence behavior. Organizations have reward systems to motivate and control employees. A good reward system must be fair and equitable. Boundaries state the dos and don’ts for all workers.

Corporate governance explains the relationship between shareholders, management, and the board of directors. A successful organization can align the interests of these groups. The three entities have their roles. For example, the management is responsible for the company, while the board of directors protects the interests of the shareholders. Shareholders have limited liability and can participate in profits. There is the question of CEO duality. There are opposers and proposers of this concept. Hence, the theories of a unit of command and agency that favors separation. Besides, there are external governance control strategies, such as market, auditors, banks and analysts, regulatory bodies, and the media that influence a corporate firm.

Chapter 10: creating effective organizational designs

An organization structure refers to the formalized patterns of interaction linking tasks, technology, and people. It ensures that delegation is successful and also asserts efficiency and effectiveness in the running processes. Organization design is essential for the successful implementation and coordination of the strategic plan. There are several forms of organizational design and choice depends on the size of the firm among other factors. Leadership is key to the successful running of operations and human resources.

The simple organizational structure is the oldest and most common form utilized by businesses. It is suitable for minor corporations that deal with single or small product lines. In this system, the owner-manager makes most of the decisions, and the staff is merely an extension of the manager’s personality. One main advantage of the system is that it is easy and faster to coordinate duties due to direct interaction with employees. It also requires little specialization. The disadvantages are that the employees may take advantage of the lack of rules. It also provides limited opportunity for upward mobility. Functional organizational structures are suitable for small firms that operate single closely-related products or services with high production volumes. The system is a little different from the previous one because here, the owner-manager may recruit specialists since the firm is much larger. However, the CEO still makes most of the decisions.

In a divisional organizational structure, products, groups, and projects are categorized internally. The divisions are autonomous and different from those other departments. Each division has its specialists and functions. The strategic business unit structure is another type. Here, similar products or markets are grouped into units to achieve synergy. It has a decentralized form of authority and allows for quicker responses to a changing market. The other types are holding company and matrix organizational structures. For firms that want to go international, they must consider the following, the type of strategy that is driving the corporate for foreign operations, the degree of diversity, and the extent to which a firm is dependent on foreign sales. Boundaryless organizational design has three types namely barrier-free, modular, and virtual. Ambidextrous designs address the challenges of maintaining adaptability and how to achieve alignment.

Chapter 11: strategic leadership

Leadership is essential for any organization or business. It is the most essential entity directly responsible for success. The usual task is to find good leaders. Leadership transforms firms from what they are to what they are supposed to be. Successful leaders are proactive, goal-oriented, and focused on the vision. The leaders set the direction, design the organization, and nurture a culture that is dedicated to excellence and ethical behavior. Setting the direction means that the leader scans the environment for knowledge about the stakeholders and salient environmental trends and events. The leaders set the vision and objectives beforehand. In designing the organization, the leader comes up with mechanisms for implementing the leader’s vision through structures, teams, systems, and processes. The leader must accept responsibility for developing and strengthening ethical behavior. They should develop and reinforce role models and corporate credos and codes of conduct.

Leadership is not an easy task. It requires appropriate character, vision, resolve, and determination to overcome barriers to change. Organizations are prone to inertia after prolonged success periods. Hence, the leader must overcome political barriers, personal time constraints, behavioral and systemic obstacles, and the status quo. The leader must exercise his or her power to influence others, overcome resistance, and also persuade others to do things.

Successful learning organizations create proactive and creative approaches that ensure that they are on toes with everything essential. The leaders are committed to change and are action-oriented. In learning organizations, the leaders inspire and motivate the employees toward specific objectives, empower employees at all levels, gather external information, and also challenge the status quo. The other crucial task of a leader is to create an ethical organization. Ethics deals with right and wrong. Organizational cultures form operation cultures and acceptable conduct. The ethical orientation of the leader unites, creates value and shapes behavior.

Chapter 12: managing innovation and fostering corporate entrepreneurship

Companies constantly conduct innovations. Innovations enable them to remain competitive, develop new products and services, and seek out novel opportunities. Innovations require new knowledge from the latest technology, experimental results, creative insights, and competitive information. There are six types of innovation. First, product innovation is common during the industry’s early life cycle. During this period, the company makes new product designs and applies technology to develop novel products. It is associated with the differentiation strategy. Process innovation occurs in the later stages of the industry. Here, the company is concerned with improving its efficiency, increase the quality, shorten the cycle time, and enhance material utilization.

Radical innovations are highly disruptive since they depart from existing practices. It is commonly seen when there is a technological change. It can practically transform or revolutionize the whole industry. Incremental innovations enhance existing practices. They make small improvements to the products and services. Sustaining innovations extend sales in an existing market. Disruptive innovations overturn the market, to meet the consumers’ needs. It appeals to less-demanding customers.

Businesses face many innovation dilemmas that must be addressed with finesse. This section shall list some of them and discuss two of them. They include seeds versus weeds, experience versus initiative, internal versus external staffing, building capabilities versus collaborating, and incremental versus preemptive launch. Leaders are often faced with the dilemma of who to entrust with innovations. Senior managers provide experience and credibility but tend to be more risk aversive, while the mid-level personnel tends to be more enthusiastic. Internal staff have greater social capital, know the firm’s culture. However, they may not think outside the box. External staff on the other hand are expensive and lack social capital but will provide a different understanding. The leader must determine the middle-ground. How does a leader manage innovations? By cultivating innovation skills, defining the scope of innovation, managing the pace of innovation and the staff.

References

Class notes review.

Chapter 6; Topic 7

Coverage Hole Detection Criteria

The TPC algorithm can tune the transmit power to the level of each AP to optimize cell coverage and minimize co-channel interference with a correctly designed wireless network. The mounting of AP means that each of its internal radio antennae has a coverage cell centered around the AP’s location. Because the 5GHz has more to offer regarding non-overlapping channels used in high-density areas, wireless designs usually use the 5GHz and 2.4GHz cell boundaries to determine the AP placement. Furthermore, each signal is subject to frequency-dependent free space path loss. It implies that a 2.4GHz signal will reach its 67dBm boundary farther away from the AP than the 5GHz signal at the same power transmit level.

Coverage Hole Detection Criteria; Internet source

https://www.cisco.com/c/en/us/td/docs/wireless/controller/technotes/8-3/b_RRM_White_Paper/chd.htmlAn administrator can effectively track and identify areas of the network that might require additional APs through close monitoring of the coverage hole algorithm. The coverage hole detection and Mitigation algorithm have four distinct roles; Coverage Hole Detection, validation of the Coverage Hole, and mitigation if Prudent. Initially, the coverage hole algorithm was established to evaluate coverage requirements as the network grows and changes. CDC is based on five seconds histogram of each client Received in RSSI values and maintained by the AP. The RSSI value sets the minimum receive threshold for voice and data separately. On the other hand, the minimum failed client count per AP determines the minimum number of clients in a coverage hole before mitigation can be considered.

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Chapter Summary

Chapter 8

Chapter 8 stood out from the rest of the chapters in a number of ways. It discusses advocacy with much importance. Advocacy in this book is demonstrated looking out for the best interests of students. These teachers will go out of their way to help with life problems in addition to looking after the best interest these kids. The chapter also discussed social justice and how teachers use it to look out for their students. Teachers want to create an environment that ensures students learn at full capacity.

Chapter 9

Chapter 9 discusses the importance of recognizing great teachers. Teachers driven by something beyond money. Great teachers do not necessarily work at the best schools. Chapter 9 as a recap of many chapters highlights the many teachers discussed throughout the text as well as their approach to helping students including advocating for their justice. Teachers who are authentic and open with their students develop better people holistically and ensure their class is attentive. Teaching as advocacy is about being open with students and cultivating hope and goals for the future. Educators who prioritize and maintain open and honest relationships with their students make significant differences in schools and society.

Multimedia Reflection Journal

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Introduction.

Advancement of technology towards security has led to the capture of high profile rogues. The law breakers are however catching ground with the same technology. They have devised ways that help them conceal their identities. This is possible because most surveillance cameras are placed overhead. Thieves now use hooded clothes and caps to conceal their heads thus hamper easier facial recognition.

The choice of coming up with enhanced security surveillance cameras is to counter the ever growing evasion of law breakers. This will be achieved by development of ground cameras that are strong enough to withstand weights of up to 150kgs. The cameras will be placed on the ground of entrances that are to be surveilled. They will provide a facial recognition from below and any content that is being withheld. The cameras will also be fitted with security scanners thus detect explosives and fire arms. These devices will be water proof to function in all weather conditions. People will not know whether they have undergone security screening because they will be placed outside the doors and will resemble door mats, floor tiles and mud removers. These devices will measure five feet by three feet so there is no way one can evade from stepping on them.

The choice of this kind of project is due to the fact that, it will create a cutting edge over other types of security appliances. Time will be saved due to the easier identification of persons unlike now where there is a lot of time consumption in unraveling the perpetrators. This choice is further fuelled by my ambition to join the security sector and possible start my own security firm.

Works Cited

BIBLIOGRAPHY Wilson, D. (2005). Behind the cameras. Plagrave Macmillan Security Journal , 43-54.

Multinational company.

A multinational company is a company that has got its facilities and assets in other countries other than the home country. These kinds of companies are said to have factories or offices in varied countries and they usually have a central headquarter that coordinate the global management. In this case, the multinational company under study is the coca cola company.

About the company.

The company of coca cola is a multinational beverage company corporation of American history and a retailer, manufacturer, and the marketer on beverages syrups and concentrates that are nonalcoholic. The company has its headquarter in Atlanta, Georgia. The company is well known for its popular product coca cola.

The company was formed by John Stith in Columbus in 1886. The company runs a system of franchise distribution that started from 1889 when the company produced on the syrup concentrate that was the sold to some bottlers across the universe who had a separated territory. The anchor bottler of the company is found in North America. ( (Depan & Doz 1986).

Pricing of revenue and costs in the cola coca company.

The products of Coca-Cola Company are of the same level with those of the competitors so as to meet the pricing competition. The company has to be perceived as different from others but affordable.

. Just like the other company that has existed for a longer period, Coca-Cola Company has to remain consistent and fluent with the strategy of pricing. Stiff competitions from other big companies have made the coca cola company faster, smarter and better. ( (Depan & Doz 1986).

The company has been making many decisions on pricing of its cost and revenue with the goal of maximizing the value of the shareholder. Coca-Cola company makes use of the lower price points to make a penetration into the new markets that are sensitive especially to price.

It does this to face the competition and to raise the awareness of the brand among the target group. Once a brand is well implemented, it positions itself as the premium company about other competitors.

The brand at the moment will possess the image or bring the intangible benefits in lifestyle, moments of happiness and joy and group affiliation. The marketing strategy will still focus on affordable life enjoyment.

At the retailers level, there are the regular on pack promotions so as to meet the objectives of the company as well as attract the consumers to purchase them even more.

Regarding revenue pricing, the company prices their products in a way that it can consolidate the maximum revenue that can be found. This is done by considering the demand of the public or the consumers and ensuring that the prices are not too high or low as compared to that of the competitors charging the consumers. Otherwise, there would be no sales or buying of the products thus leading to low priced revenue.

The contribution the operational companies are making to the parent firm’s profits.

The coca cola company has, by and large, spread all over the world was serving a great population. The company has continuously gained momentum and growth as is capitalizes on the fast expanding industry of beverages and ranked as the largest company of beverages in the world.

. The company expanded greatly after the Second World War. It has proven its flexibility and innovative nature all around the globe, adapting to the local eras of news and markets without distorting the image of the brand

. The company itself sells the syrup that is highly concentrated to bottling companies who add the carbonated water and then bottle the end product before distributing them and selling to the market. the company has the full control to make the investment in bottling companies as well as withdrawing themselves when the bottlers are not meeting the high standards of the company.

The company provides a lot of resources for their operational nations that sell their products for them to maximize their potential regardless of the kind of environment they are operating.

One of the operational countries is the South African nation and the Eastern African countries. The efforts of the company in African continent speak a lot about the economic strength and the size of the company. ( (Depan & Doz 1986).

The two regions of Africa that is the Southern Africa and the Eastern African made an agreement to combine the operations of bottling of their ready to drink non-alcoholic drink beverages businesses.

The new bottler. That is the Coca-Cola Beverage Africa, is aimed to serve the 12 high growing nations that account for about 40 percent of all the coca cola drinks in the African region.

This amalgamation is just not for the sake of the benefits and profit of the African nations but also at large the parent Coca-Cola Company also harvest some profit from them. Africa with the two operational regions that are the Eastern and Southern Africa offers a significant potential for growth in beverages that is underpinned by the increasing individual disposable income, a population that is growing fast and increasing the per capita consumption.

This, by and large, throws back the profit to the mother coca cola company since the demand and the consumption of their products are too high. The coca cola Beverage Africa would be the biggest coca cola bottler in the entire continent, with the scale and capabilities that are complementary and the resources to acquire and accelerate the top line growth.

This aspect would allow the merged company to develop the best practices of operation and invest in the production, distribution and sales, and marketing to make benefits from the expanding demands and the drive for gaining profit by the company and the parent company ( (Depan & Doz 1986).

The means the coca cola company use to hedge against exchange rate risk

Because a large number of the developed currencies are free-floating, it is impossible to make the prediction of the value of the asset in the currency of a foreign nation at any point in time in the future. It is obvious that influence greatly the return of the investments.

International business activities carry the risks that any return on the investment can change favorably or not due to the difference in exchange rates at the purchase time and the moment the dividend is received, or investment is sold.

To hedge the risk of exchange, the coca cola company buys the hedge from any financial institution in question. This currency hedge is a kind of derivative that aims at either locking in a rate of exchange in the present day for a transaction that will take place in the future or at exercising an earlier agreed upon rate of exchange at the future time. Buying into the hedge is a good solution to the risk of rates of exchange.

The company is in a position that will not worry about the value of the product in the other country as it is agreed on a pre-determined rate of exchange between the home country and the currency across the border with the bank. The company would, however, be rest assured that the return on the investment is just the return of the company’s portfolio in addition to the return of the foreign currency. ( (Depan & Doz 1986).

Another means that Coca Cola Company uses to hedge the risk of rates of exchange is by swapping the currency. This transaction represents an agreement to make an exchange of one currency for another at the rate of exchanged that is agreed upon.

During the operation, there are two transactions that are taking place concurrently; one is the buying and another one of selling the same amount of currency at two different dates of value that are usually the SPOT and FORWARD that agree earlier at the time when the transaction is being closed.

In swapping of the currency, the bearer of the unwanted money exchanges the currency with that of the equivalent amount of the other currency. Thus, the company exchanges its interests and the exposures of a rate of currency from one kind to the other or benefits of the financing of the bank at a lower rate. Depan & Taylor 2003).

Making forward transactions that are flexible is another means that are employed by the coca cola company to hedge the risk of the rates of exchange. These methods have more or like the same qualities like the forward transaction with only a single specific distinction.

This distinction is that the settlement of transaction can take place at any given time until the contract matures. The company can choose to make a partial settlement for the transaction at any time of interest until the time the contract matures, with the obligation of exchanging the whole national currency until the time of maturity.

This means a lot of benefits to the company as the transaction can take place at any time of need until the maturity of the contract under the same already established rate. It enhances the best management of the liquidity of the company and the well-coordinated incomes and payments. Depan & Taylor 2003).

The effect of increase or decrease in the dollar’s exchange value on the profitability of the firm.

When there is a decrease in the value of exchange on the dollar, the export of the country would be cheap, and the imports would be much expensive. This decrease of the dollar makes the export transactions more competitive; therefore, there would be a decrease in the imports and an increase in the exports.

About the coca cola company that exports or sells it concentrated syrups to the potential bottlers; the exports would be much as the countries will be running for the cheaper and affordable products at the expense of the expensive ones.

This would increase the profitability of the firm by a greater margin. The firm will benefit from the sales that have increased. This aspect would lead to massive employment and creation of jobs lowering unemployment rates especially in the industry that is exporting the products. This depreciation of the value of exchange will increase the value of profits and the income of the coca cola company. (Depan &Frankel 1993).

The decrease in the value of exchange of the dollar would buy and larger have a great impact on the company. This depreciation would reduce the incentive for the exports to cut the costs. There would be less incentive to reduce the cost of the company and boost the productivity at a greater deal. This is the opposite of the increased value of exchange.

A decreased value of exchange of dollar makes it harder for the trade deficits of the company to the creditors of overseas. It increases the cost of importation like the rising cost of the raw materials of a company and the technology that is imported.

This causes an inward drift of the company and can affect the long-run potential of production. The poor demand of the company can make the stance of the company be at risk making it hard for the company to export as the fundamental marketers would be in recession and the sales of overseas are failing.

When the elasticity of the price of the demand for the imports and exports are low, the decrease of the value of exchange will cause a worsening of the trade balance in the services and good of the company. This is referred to as the effect of the J-Curve.

On the other hand, an increase of the exchange value would result in the decrease import expenses and the company will benefit from the cheap imports. This effect would boost the company’s profit as it would be saving much money and making profits by buying the raw materials at the cheaper rate. The coca cola company would be making impulse buying at the lowest prices possible that will enable the have enough resources and also stores other for the future use. This would increase the incentives for the company.

At the same time, the appreciation of the value of exchange would have a worrying impact on the rate of exports. The company’s products would be more expensive as compared to those of others on the other countries.

This can result in the reduction of the demands of the products. This is a great negative effect on the profitability of the company as the bottling company will find it very expensive to purchase the concentrated syrups. They will either buy the little they could afford or even refrain completely from buying them.

This challenge will also affect the consumers on the other hand. The bottlers will tend to hike the costs of the products so as to balance the financial budgets and avoid losses. And the consumers would reduce the rate of buying the products. Thus, it reduces the rate of consumption. (Depan & Frankel 1993).

Reference

Depan S & Doz L(1986). Strategic management in multinational companies. Pergamon

Press.

Depan S & Taylor P (2003). The Economics of Exchange Rates. Cambridge University Press.

Depan S &Frankel A (1993). On Exchange Rates. MIT Press.

Chapter 6; Topic 2

An RF Group and its RF NeighbourhoodsThe optimal setting for RF for each AP is monitored by the RRM. Several APs under the RRM algorithm s are considered members of a single logical RF group, and they are under unified administrative control. Since one FP group can configure a single controller, it contains all the APs joints to develop it. A single RF group can span multiple controllers, but only one can run the RRM algorithm for all the APs present in the RF group. In addition, RF neighborhoods are formed by APs contained in one RF group organized by the RRM.

RF Group and its RF Neighbourhoods; internet source

https://www.cisco.com/c/en/us/td/docs/wireless/controller/7-6/configuration-guide/b_cg76/b_cg76_chapter_010000000.pdf

An RF group refers to a logical collection of controllers coordinating to perform the RRM in an optimized manner universally accepted. Its purpose is to calculate network performance based on per-radio. The RMM runs at a default time lap of 600 seconds. RF groups define controllers’ clusters and facilitate system-wide dynamic RF management. Access points validate messages to each other using the RF group name. An RF neighborhood in auto mode is formed automatically when access points on different controllers receive signals from validated neighbor messages with a –80 dBm or stronger signal strength. The RF group leader sends keepalive messages to each of the RF group members and collects real-time RF data

Multicultural Issues in Neurogenic Disorders

Student’s name

Institution

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Summary

Most epileptic persons endure a double burden since they must deal with the disease’s everyday misunderstandings and stigma all at the same time. At the same time, they must deal with the symptoms and impairments. The article “Family stigma associated with epilepsy: A qualitative study” seeks to investigate what family members feel about the pain of epilepsy and how they cope with this sort of burden. Epilepsy is a relatively frequent neurological disorder that affects approximately 300 million people worldwide. It is associated with symptoms such as convulsion and loss of consciousness. In Europe, the prevalence of epilepsy is 0.52 percent in the United States, 0.68 percent in Europe, 1.8 percent in underdeveloped nations, and 1.5 percent (Amjad et al., 2017). Social acceptance of children with epilepsy is a source of concern. This condition, in particular, has been stigmatized and misunderstood. The article focuses on how family members confront their perceptions of the epileptic person’s difficulties and how it affects their social and familial life. The information gathered in this article can be used as a foundation to improve the way people perceive epilepsy.

The primary study question that the research is attempting to address is parents’ experiences with epileptic children. To collect the necessary data for this interpretative phenomenological study, in-depth semi-structured and face-to-face interviews were used. A purposive sampling strategy was utilized to collect data to guarantee that rich data was acquired. Van Manen’s approach was used to analyze the data. According to the findings, one of the study’s themes was familial stigma. Families with epilepsy tend to keep their children away from the public to prevent being mocked as a result of other people’s bad treatment.

If a person is aware that epilepsy cannot be solved but rather a sickness that has to be lived with, they will not blame the victim for having it. They will understand that the person cannot do much to control it, and therefore they can’t blame them for their difficulties or mishaps caused by their disorder. This has been a major problem for those with epilepsy, and it is something the article intends to change. There are three main types of epileptic attacks: partial, incomplete, and generalized seizures. The first two types present themselves as continuous seizures or attacks that last from a brief moment to 30 minutes. The third type extends over a long period and significantly impacts an individual’s daily life. Epilepsy is understood as a brain disorder; however, it is not limited only to the brain and can affect any part of the body over time. A person with epilepsy may experience a seizure several times. Still, some families have experienced no more than one episode of epilepsy in their lifetime, while others have seen many episodes in their child’s life.

The study “Influence of culture in obsessive-compulsive disorder and its treatment” analyzes obsessive-compulsive disorder as a distinct condition having a neurological foundation that may or may not vary based on multicultural diversity. According to Nicolini and Salin-Pascual, OCD may or may not vary among individuals and between cultures. However, the study found that, in general, cultural-related factors are essential in the manifestation of obsessive-compulsive disorder (OCD) traits. The article also emphasizes that cultural factors are essential in treating OCD since it is more effective when a patient’s culture is considered. The study examined two subcultures: Caucasian and Spanish. It focused on how family and cultural values related to the patient’s environment affect their OCD symptoms and treatment outcome. The primary study question that the research is attempting to address is the perception of OCD. To collect the necessary data for this interpretative phenomenological study, in-depth semi-structured and face-to-face interviews were used. A purposive sampling strategy was utilized to collect data to guarantee that rich data was acquired. A systematic method was used to analyze the data whereby they grouped those findings with related concepts that had some cultural influence on the manifestation of OCD. The study found that Caucasian families were more accepting of the patient’s condition and believed that he or she had a relapse due to laboratory stress rather than obsessive thoughts related to the disorder. However, Spanish families tend to see things differently than Caucasian families. They believe that OCD is linked with contamination rather than contamination because of intrusive thoughts being controlled by generalization (Nicolini et al., 2017).

According to Ellis, “Does race/ethnicity really matter in adult neurogenic?” article explores the issue of neurogenic disorders in adults, which mainly affects whites. The author defines neurogenic disorders as impairments related to the brain associated with a sensory, behavioral, or intellectual deficit that cannot be attributed to another epidermal or systemic disease. Though neurogenic disorders affect mostly Caucasians, neurogenic pathologies are incredibly diverse in their presentation and are based on age and racial/ethnic background. The main study question that the researchers are trying to answer is on the presentation of neurogenic disorders in adults. Semi-structured interviews, face-to-face interviews, and focus groups were used to collect the necessary data for this interpretative phenomenological study. A purposive sampling strategy was utilized to collect data to guarantee that rich data was acquired. A combined format approach was used to analyze the data. The study found that, in general, people presented with neurogenic disorders are generally viewed as being confused or senile individuals, and they are not given a chance to be appropriately diagnosed and treated correctly. The research determined a signature in how individuals with such conditions are dealt with (Ellis, 2009).

The article “Speech pathologists and professional interpreters managing culturally and linguistically diverse adults with communication disorders” aims to investigate the experiences of persons with speech and language disorders who are seeking health care services. It focuses on socio-psychological barriers for speech, language, and swallowing pathologists within the communication sciences, especially concerning healthcare professionals belonging to minority populations. The main study question that the researchers are trying to answer is the effects of culture on provider behavior. Semi-structured interviews were used to collect the necessary data for this interpretative phenomenological study. In contrast, face-to-face interviews were used to gain more in-depth information about their experiences with the clients. A purposive sampling strategy was utilized to collect data. The method used to collect data was systematic and purposive. According to the findings, most pathologists felt that their experiences with the patients were positive and neutral. Still, there was a need for more minority professional interpreters to help them deal with their cases (Huang et al., 2019).

Critical thinking

My general thoughts regarding this study are that multicultural Issues in neurogenic disorder treatment involve a patient’s culture. I found that the different types of patients with neurogenic disorders reflect the differences in their cultures. The majority of Caucasians with neurogenic disorders are diagnosed as being in an early stage. I feel that Hispanic patients are treated differently compared to their Caucasian counterparts as they are considered in a later stage. Furthermore, I noticed that some of the symptoms are also associated with their cultures. For example, related to contamination is associated with Hispanic and Chinese people.

However, contamination may not be related to both groups because some believe it is from the patient’s family beliefs, which have a history of Chinese and Hispanic ancestors. Furthermore, I found that why people believe something depends on what country they came from or even if they were Asian or Hispanic when they were born. This study has proved that interacting with other people from different cultures can help for a better view of how the treatment should be done for someone who has a neurogenic disorder, such as OCD. I also noticed that some of the patients misinterpreted their symptoms and started to think that the disorder was not related to their culture; therefore, they started trying to change their behavior, from cultural rituals to restaurant etiquette.

In conclusion, this study found that different disorders have different symptoms and causes based on ethnicity and culture. Therefore, it is essential for professionals working in healthcare settings to know these different cultures and languages, so they do not dismiss a patient’s symptoms. It can be cured easily with medication.

References

Amjad, R. N., Nasrabadi, A. N., & Navab, E. (2017). The family stigma associated with epilepsy: a qualitative study. Journal of caring sciences, 6(1), 59.

Ellis, C. (2009). Does race/ethnicity really matter in adult neurogenics?

Huang, A. J., Siyambalapitiya, S., & Cornwell, P. (2019). Speech pathologists and professional interpreters managing culturally and linguistically diverse adults with communication disorders: a systematic review. International Journal of Language & Communication Disorders, 54(5), 689-704.

Nicolini, H., Salin-Pascual, R., Cabrera, B., & Lanzagorta, N. (2017). Influence of culture in obsessive-compulsive disorder and its treatment. Current psychiatry reviews, 13(4), 285-292.

Chapter 6; Topic 2

An RF Group and its RF NeighbourhoodsThe optimal setting for RF for each AP is monitored by the RRM. Several APs under the RRM algorithm s are considered members of a single logical RF group, and they are under unified administrative control. Since one FP group can configure a single controller, it contains all the APs joints to develop it. A single RF group can span multiple controllers, but only one can run the RRM algorithm for all the APs present in the RF group. In addition, RF neighborhoods are formed by APs contained in one RF group organized by the RRM.

RF Group and its RF Neighbourhoods; internet source

https://www.cisco.com/c/en/us/td/docs/wireless/controller/7-6/configuration-guide/b_cg76/b_cg76_chapter_010000000.pdf

An RF group refers to a logical collection of controllers coordinating to perform the RRM in an optimized manner universally accepted. Its purpose is to calculate network performance based on per-radio. The RMM runs at a default time lap of 600 seconds. RF groups define controllers’ clusters and facilitate system-wide dynamic RF management. Access points validate messages to each other using the RF group name. An RF neighborhood in auto mode is formed automatically when access points on different controllers receive signals from validated neighbor messages with a –80 dBm or stronger signal strength. The RF group leader sends keepalive messages to each of the RF group members and collects real-time RF data