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The Physics Of Mechanical Engineering - 924 Words

Would your parents ever tried to kill you because you would mess up their valuable machines? Yes, I was that kid who would play with machines and take everything apart then put it back together. Being able to take a machine apart and rebuild it back together is like a feeling that you have accomplished a goal even though you just put the parts in the same place where they were before. How do planes fly in the sky? How do cars accelerate? I chose the major mechanical engineering to answer all these previous scientific questions. The definition of mechanical engineering is the system that applies the principles of engineering, physics, and materials science for the design, analysis, manufacturing, and maintenance of mechanical system. It is a branch of engineering concerned primarily with the industrial application of mechanics and with the production of tools, machinery and their products. It has also become one of the most widely studied and widely available college courses. The definition of engineer is that a person who is able to create computer programs, design machines. Engineers come up with phenomenal ideas to build up and develop things in order to help us in our daily life. They use science to experience the development and see its results. Engineering and engineers make the world run around. Engineering offer interesting problems and facts about the real world. My parents were a big part of me choosing mechanical engineering, my father did not finish collegeShow MoreRelatedThe Physics Of Mechanic al Engineering961 Words   |  4 Pageswe can relate to mechanical engineering, one of the common examples is the temperature in metal, which is the thermal expansion. Mechanical engineers use combination of material, human and economic resources to develop mechanical solutions that help satisfy the needs and wants of society. They must be confident and accurate when making decisions. Engineers try to look at the problems in the society and come with innovative ideas in order to solve the difficulties. Engineering industry has a wideRead MoreThe Creation Of Careers Through Physics1270 Words   |  6 PagesThe Creation of Careers through Physics Physics is often deemed â€Å"useless† and â€Å"stressful† by young students taking the course in high school and college. However, many you students don’t the advantages and opportunity’s that the subject can provide for them in the future. Most young adults think that Physics will most likely not help them in the future and end up being waste of time and a credit, but, most of them don’t know that the careers that physics provides can both high paying and fun .Read MoreMechanical Design Of Mechanical Engineering1537 Words   |  7 PagesMechanical engineering is a diverse subject that consists of the ability to design and manufacture everything from miniscule parts to large machines and projects. The objective of a mechanical engineer is to take a product from an idea and publish it. This goal is reached by obtaining a range of skills and knowledge. People who are striving to become mechanical engineers need to comprehend the powers and the war m environment that an item, its parts, or its subsystems will experience; to outline themRead MoreEssay on Mechanical Engineering1124 Words   |  5 PagesMechanical engineering is a discipline of engineering that applies the principles of engineering, physics and materials science for analysis, design, manufacturing, and maintenance of mechanical systems. It is the branch of engineering that involves the production and usage of heat and mechanical power for the design, production, and operation of machines and tools.[1] It is one of the oldest and broadest engineering disciplines. The engineering field requires an understanding of core conceptsRead MorePersonal Statement : Mechanical Engineering Degree1324 Words   |  6 PagesWhile at Missouri University of Science and Technology, I will be getting my major in mechanical engineering. With a mechanical engineering degree, I hope to someday qualify to become a professional engineer and work at a company like Boeing to design different parts used in planes, trains, and automobiles. I am content with my decision to major in mechanical engineering and feel like it is a good fit for me because it coincides with my many interests, abilities, and personality. My developmentRead MoreA Career in Mechanical Engineering Essay993 Words   |  4 PagesI have chosen the career of Mechanical Engineering for this research paper. The reason why I choose this career is because I am very interested in prototyping, designing, and building machines and other types of tools that we use in our daily lives. Mechanical engineers make people’s lives better and easier. I find this interesting inspires me to become one of them. This is why I choose this profession for my research paper. I will be going over five topics for this paper. These topics are: 1.Read MoreMy Dream To Become An Electrical Engineer1301 Words   |  6 Pagesbackup plan for my future career would have to be becoming a mechanical engineer. Mechanical engineers are people who work to make ideas into something that can be physically sold. Mechanical engineers work on making small objects like a printer to big objects like a car. I like the ideas of hands on building and crafting to create new things. My dream is to be an electrical engineer one day, but I do also find interest in mechanical engineering as well because nothing is more interesting than facingRead MoreThe Engineering Of Mechanical Engineering919 Words   |  4 PagesMechanical engineering is a field of engineering, which relies on the use of material science and physics for the design, manufacturing, analysis and maintenance of mechanical systems. This area requires a good understanding of the core engineering concepts such as mechanics, thermodynamics, kinematics, structural analysis, material sci ence, and electricity. With all these, mechanical engineers have to be conversant with tools like computer-aided design, industrial equipment and machinery, transportRead MoreMajor and Career Research Project1352 Words   |  6 PagesCell and Development Biology.† Also â€Å"General Chemistry† for two semesters with â€Å"Organic Chemistry.† One semester of calculus is needed with a second semester of calculus or an equivalent of statistics. Physics is also necessary in order to complete the major of Biology; two semesters of â€Å"General Physics I and II.† And finally there needs to be Biochemistry courses taken, such as â€Å"Principles of Biochemistry, Individualized Instructions.† Majoring in Biology would grant me various skills in knowing howRead MoreMy Statement of Purpose: Mechanical Engineering923 Words   |  4 PagesStatement of Purpose (new text is in red) Introduction Mechanical engineering is the catalyst of rapid innovation in the aerospace and defense, automotive, heavy equipment and industrial equipment manufacturing industries. The foundational elements of mechanical engineering are what make the pace of new product development possible (Bar-Cohen, 1995). By far the most significant accomplishment of humankind in the 21rst century is the landing of the rover on the surface of Mars (Thilmany, 2012)

Building the Boeing 787 - 1334 Words

Building the Boeing 787 Boeing Corporate Profile Boeing (NYSE: BA) is a global leader in the research and development of aerospace and defense systems, subassemblies, military, commercial and aerospace vehicles and systems. The company today operates from its headquarters in Chicago, Illinois, having relocated there from Seattle, Washington earlier in the decade. As of October, 2012 the company has 171,000 employees and operates in 70 nations globally. As of the close of its latest fiscal year (FY2011) the company had attained a 6.9% in revenue, reaching $68.7B in revenues. The company also earned an operating profit of $5.6B, up an impressive 16.7% from their previous fiscal year. Boeing also goes through periodic reorganizations over time to better align their business to the markets they serve. As of October, 2012 the company is operating six segments including commercial airplanes, military aircraft, network and space systems, global services and support, Boeing Capital Corporation, and ancillary revenue. The company continues to invest heavily in Research Development (RD), far above the industry standard of 7% (Rosenfeld, 2012). Boeing also is one of the most innovative marketers of its systems and technologies, concentrating its efforts on creating websites that are highly informational in nature. The goal of the majority fo Boeing advertising spending is institutional advertising, followed by specific program marketing and promotional costs. Boeing is alsoShow MoreRelatedBoeing 7871638 Words   |  7 PagesEngineering Individual Homework #1 – Boeing 787: The Dreamliner Boeing 787: The Dreamliner Case Study (download from Angel) During the past decade, Boeing watched as their competitor, Airbus, launched several new and very successful aircraft. In 2004, Airbus surpassed Boeing in commercial airplanes delivered and future orders placed. This is the first time that Boeing has ever lost its leading market share. The 787 is the first new airplane that Boeing has introduced to the market in a decadeRead MoreHow Boeing Changed the World1366 Words   |  6 Pagesbe shining on The Boeing Co. July 8 (07-08-07) as it unveils its newest passenger jet in 13 years: the 787 Dreamliner. It hasn’t even flown yet and already the 787 is making aviation history as the world’s hottest-selling and most technically advanced new commercial jet ever. Not since Boeing ushered in the jet age with its 707 in 1954 has there been such hoopla over a new passenger airplane. For the 787 — the company’s first all-new jet since the 777 was unveiled in 1994 — Boeing has rented an entireRead MoreBusiness Strategy of Boeing Essay1130 Words   |  5 PagesWith a goal to restore its leadership role in the airline industry, Boeing launched the all-new 787 aircraft project. However, the likelihood of Boeing’s success is uncertain due to numerous threats from the market. Boeing faces threats from risks of entry by potential competitors, fierce rivalry between the incumbent firms, and other macroenvironment factors. The company tries to use strategies such as brand loyalty, barrier to entry and customer switching cost to combat these market threatsRead MoreBoeing Internal Analysis1371 Words   |  6 PagesBoeing Internal Analysis Purpose This report discussed the components of internal analysis, competitive advantage, and strategic competitiveness of Boeing Company. This is done by analyzing the tangible amp; intangible resources, capabilities, and core competencies in order to clarify Boeing’s strengths and weaknesses. Resources Exhibit 1 Tangible | Intangible | Manufacturing plants | Boeing’s digital design software | Composite and metal materials | Dynamic assembly line | HeadquartersRead MoreBoeing 787 Dreamliner: Time, Budget and Project Performance Analysis1193 Words   |  5 Pagesï » ¿ Contents Boeing 787 Dreamliner: Time, Budget and Project Performance Analysis 1 Introduction. 1.1 In developing the Boeing 787 Dreamliner, Boeing executive management’s initial decisions and project management strategies did not control the four major measurements of project success: time, budget, performance and client acceptance (Pinto, 2013, pp. 35,36). This report analyses the methodology and project management decisions that led to a project crisis and risk to Boeing’sRead MoreRisk Management Case Study Boeing Dreamliner Essay1414 Words   |  6 PagesDevelopment of the Boeing 787 Dreamliner Introduction In 2003, Boeing launched a project to build a new airframe that had the original designation of 7E7 Dreamliner. In January 2005, the aircraft was redesigned the 787 Dreamliner. Boeing’s intent was to utilize new technology and procurement processes to build two versions of the aircraft. The 787-8 was designed to carry 210 to 250 passengers on routes of 7,650 to 8,200 nautical miles and the stretch version (787-9) was designed to transportRead MoreEssay on Proj 595 Project Part 1927 Words   |  4 PagesDevelopment of the Boeing 787 Dreamliner- A Super-Efficient Airplane â€Æ' Table of Contents I. Introduction II. Fault Tree One III. Discussion of Fault Tree One IV. Fault Tree Two V. Discussion of Fault Tree Two VI. Conclusions VII. Works cited â€Æ' I. Introduction I am the Project Manager developing the Boeing 787 Dreamliner. The development of this state-of-the-art airplane will include an international team of aerospace companies led by Boeing. The advancesRead MoreBoeing And Airbus Approach The Aircraft Marketplace1626 Words   |  7 PagesDominating the commercial aircraft market for decades, Boeing is considered to be the most highly competitive U.S aerospace industry. â€Å"U.S. firms manufacture a wide variety of products for civil and defense purposes and, in 2010, the value of aerospace industry shipments was estimated at $171 billion, of which civil aircraft and aircraft parts accounted for over half of all U.S. aerospace shipments. The U.S. aerospace industry exported nearly $78 billion in products in 2010, of which $67 billionRead MoreBest Practices in Continuous Process Flow704 Words   |  3 PagesSix Sigma concepts to deliver exceptional customer experiences (Teresko, 2008). Zappos was able to automate the complex order ca pture, distributed order management and returns processes of online retailing while at the same time concentrating on building a unique, differentiated customer experience on their website. The result was a unified business model that continually performed above customer expectations due to heavy reliance on conditions process flow development combined with labor-savingRead MoreBoeing 787 Dreamliner : An Innovation3624 Words   |  15 Pages Boeing 787 Dreamliner: An Innovation in Composites Carl Bunge, Alex Morgan, John Montgomery, Aaron Paul Pinkoske, Jay Pittenger, Daniel Pollastro, Omar Ruiz, Mitchell Scott MSE 201 December 1, 2014 Imagine flying at 30,000 feet in the air. You are warm, comfortable and possibly have a movie to watch. But the thought that a small fraction of an inch of material is all that separates you from the exterior of the plane makes you second guess your

The Atomic Bomb On Hiroshima And Nagasaki Essay - 1776 Words

The use of the atomic bomb on Hiroshima and Nagasaki at the end of World War II was a controversial decision that was made by President Truman. On August 6, 1945, President Truman decided to drop the atomic bomb on the Japanese city of Hiroshima and three days later a second atomic bomb on Nagasaki. It brought an end to the bloody war in the Pacific after 4 years. Making Japan surrender in the face of unimaginable force and significant destruction on Japan’s soil. Nevertheless, Truman’s decision took millions of Japanese soldiers and innocent civilian’s lives from a gruesome battle; the â€Å"decision†, became one of the most controversial event of World War II. While President Truman made his final decision to drop the atomic bomb, the origins of the bomb began with President Franklin D. Roosevelt who was the president at that time when the talks of the Manhattan Project started to spread. The Manhattan Project originally began in Europe during the year o f 1939. â€Å"President Franklin D. Roosevelt received a letter from Albert Einstein, which Einstein had actually written on August 2, 1939. The letter told of a new field of physics that was showing that the element uranium could undergo nuclear fission, with the resultant release of a great deal of energy†. (The Manhattan Project 1). Albert Einstein also told President Roosevelt that the Germans were also pursuing this matter. President Roosevelt was convinced about the situation and he formed a research committee. This led to theShow MoreRelatedAtomic Bombs On Hiroshima And Nagasaki844 Words   |  4 Pagesdropped atomic bombs over the Japanese cities of Hiroshima and Nagasaki killing nearly 200,000 people. This resulted in Japans surrender in World War II. J. Samuel Walker analyzes this historical event in his book Prompt and Utter Destruction: Truman and the Use of Atomic Bombs. Over the past 70 years’ extensive research has been conducted and there is an underst anding that Truman’s decision to drop the atomic bombs is inconclusive. It is impossible to determine that the use of the bomb was the quickestRead MoreThe Atomic Bomb Of Hiroshima And Nagasaki1302 Words   |  6 PagesAllies almost one week after being hit with two atomic bombs. On August 6, 1945 during World War II an American B-29 bomber dropped the world s first deployed atomic bomb over the Japanese city Hiroshima, wiping out 90 percent of the city and killing 80,000 people immediately. Three days later a second B-29 dropped another atomic bomb on the Japanese city Nagasaki, killing around 40,000 people. (The Bombing of Hiroshima and Nagasaki) The Hiroshima/Nagasaki bombings were necessary because it played aRead MoreThe Atomic Bomb Of Hiroshima And Nagasaki884 Words   |  4 PagesFearful cries spread through the cities of Hiroshima and Nagasaki as the atomic bombs were dropped. Thousands of people were killed instantly, with the rest left critically injured. Eventual ly, it was measured that 135,000 people were killed as a result of these bombs. We know that many people were killed. But how and why were the atomic bombs created? Who decided to use them? These questions all contribute to the fact that the atomic bombs impacted the world greatly. It all started when WorldRead MoreThe Atomic Bomb Of Hiroshima And Nagasaki1515 Words   |  7 PagesResearch Question: Was it necessary for President Truman to drop the atomic bomb in Japan? Was it necessary for Truman to drop the Atomic Bombs on Japan in World War II? On August 6, 1945, the first atomic bomb was dropped by a US aircraft on Hiroshima. This atomic bomb was dropped to force Japan into surrender, this bomb alone destroyed Hiroshima and over 90,000 people were instantly killed in the explosion and an additional 100,000 people perished from burns and radiation sickness. Japan refusedRead MoreThe Atomic Bombs On Hiroshima And Nagasaki1764 Words   |  8 Pagesmake the decision to drop the bombs on Hiroshima and Nagasaki however, President Truman was ultimately the man who made the final decision to launch ‘Little Boy’ and destroy Hiroshima, Nagasaki and their civilians, thus forcing an end to the war. Although there were many alternatives presented to President Truman, it is unknown as to whether they would have actually succeeded in ending the war or producing less casualties. Truman made the decision to drop these bombs in the heat of war but h is justificationRead MoreThe Atomic Bomb Of Hiroshima And Nagasaki1364 Words   |  6 PagesOn the 6th of August 1945 America dropped the atomic bomb by the name of ‘Little Boy’ dropped by the plane ‘Enola Gay’ on the Japanese city, Hiroshima. Three days later on the 9th of August America dropped another bombed called, ‘Fat Man’ on the Japanese city of Nagasaki. A surrender was received and accepted by America on the 15th of August and the war against Japan had ended. Harry S. Truman, the man responsible for dropping the bombs claims it ended the war more efficiently and was in fact theRead MoreThe Atomic Bomb Of Hiroshima And Nagasaki Essay1570 Words   |  7 PagesDespite the extreme devastation, the atomic bombings of Hiroshima and Nagasaki were necessary. The atomic bomb is a weapon unmatched in warfare, rapidly releasing nuclear energy by fission of atomic nuclei. Desperate times call for desperate measures, which is why America chose to unleash its most deadly weapon, the atomic bomb, on Japan. America, who had already fought in World War II for over four years, had no desire to perpetuate the war. When Japan refused to surrender, America was leftRead MoreAtomic Bombs On Hiroshima And Nagasaki1074 Words   |  5 PagesThere are many different ways in which WWII could have ended. Rather than taking the risk of dropping atomic bombs on Japan, many people believe that one of the alternative options would have been much more sensible. The variety of possible options the U.S. could have taken to finish the war have been analyzed for years. Though Truman’s decision to drop the atomic bombs over Hiroshima and Nagasaki is one of the most controversial and debated topics in history, this researcher believes that he madeRead MoreThe Atomic Bomb On Hiroshima And Nagasaki1998 Words   |  8 Pagesto drop the atomic bomb on Hiroshima and Nagasaki? Joon Jung 2/21/16 Word Count: 1848 Section A: Identification and Evaluation of Sources Research Question: Was it necessary for President Truman to drop the atomic bomb on Hiroshima and Nagasaki? Was it necessary for Truman to drop the Atomic Bombs on Japan in World War II? On August 6, 1945, the first atomic bomb was dropped by a US aircraft on Hiroshima. This atomic bomb was dropped to force Japan into surrender, this bomb alone destroyedRead MoreAtomic Bomb On Hiroshima And Nagasaki Essay1902 Words   |  8 Pagesthe United States dropped the atomic bomb on Hiroshima and three days later dropped another on Nagasaki. This was a significate point in history because there has never been a bomb of this magnitude being use in an urban industrial area. Ultimately the use of the atomic bomb resulted in Japan’s surrender, which aided the allies in drawing closer to ending the war against the Axis Powers. Due to the massive destruction industrially and urbanely the use of the atomic bomb has always been questioned.

Across Organizational & Cultural Boundaries - myassignmenthelp.com

Question: Discuss about theAcross Organizational Cultural Boundaries for Learning. Answer: Six main bases for collaborative advantage The six main bases of collaborative advantage are access to resources, shared risk, efficiency, coordination and seamlessness, learning and the moral imperative. The organization collaborates to share resources when they cant accomplish their objectives with individual resources, for instance, pharmaceutical companies which require resource for production and marketing collaborate to share resources(Kozlenkova, Samaha and Palmatier 2014).Organization collaborates to share the risk of failure of a project, for instance RD projects. Organizations collaborate to gain efficiency in terms of outsourcing, operational efficiency, coordination and economies of scale, for example, public-private partnership (Bingham and O'leary 2014). Coordination and seamlessness is a part of efficiency of an organization, collaboration also promotes mutual learning of organizations. Most importantly, organizations collaborate on moral imperative to eradicate problems on national, society, industrial and org anizational levels (Foss. and Knudsen 2013). Why BenQ initially wanted to join efforts with Siemens Taiwanese companies witnessed a shrink in profit margins for contract manufacturing. In order to achieve a profitable future, the Taiwanese companies wanted to move beyond low-cost manufacturing. Taiwanese companies wanted to build their individual brand names rather than being a contract manufacturer who is almost anonymous in the marketplace. BenQ, the Taiwanese company wanted to acquire Siemens, the German company for its existing brand name which was attractive. BenQ also wanted to enhance its global presence by acquiring Siemens. The launch of the brand Ben-Q Siemens by acquisition of the mobile phone division of Siemens which was losing money proved to be advantageous for BenQ. The merger helped BenQ to become the fourth largest brand of mobile phones across the globe after Nokia, Samsung and Motorola. K.Y. Lee, the chairman of BenQ felt that he will be able to generate profits from the debt-ridden unit of mobile phone of Siemens. Lee was of the opinion that because of the glob al distribution and sales channel of BenQ it was easier for BenQ to achieve profit easily. The manufacturing facilities and economies of scale of Ben Q would also increase by choosing a complimentary partner like Siemens. BenQ initially wanted to join efforts with Siemens because the organization felt that this merger and acquisition will lead to a win-win situation for both companies as more synergy and value in the marketplace will be created by the formation of the brand name BenQ-Siemens (Cheng. and Seeger 2011). Bases for collaborative advantage of the collaboration between BenQ and Siemens The German company, Siemens was not directly paid by BenQ. The 100% stake of mobile phone division of Siemens was acquired by BenQ. Initially an amount of 250 million Euros was provided to BenQ by Siemens for funding the business, later 50 million Euros was spent by Siemens to purchase shares of BenQ which were issued newly. Siemens also incurred the loss of the unit, 1.5 million Euros loss per day. Siemens collaborated with BenQ to develop technologies for handsets. The rights of co-branding was vested to BenQ- Siemens within a tenure of 5 years and the right for the usage of the trademark of Siemens was gained by BenQ for a period of 18 months. BenQ wanted to fulfil the contract agreement of labour with the cell phone employees of Siemens. The share of Siemens was up by 3% and rose to 61.9 Euros because of the transaction (Cheng. and Seeger 2011). Ultimate outcome of the collaboration between BenQ and Siemens The collaboration of BenQ and Siemens failed ultimately. After purchasing the handset division of Siemens, the shares of BenQ dropped by 2.7 % on the Taiwan Stock Exchange. The new business division of BenQ Mobile commenced its operation in October, 2005 in Munich, Germany with 7000 employees across the globe. The handset operations of Siemens allowed BenQ to compete with leading brands, but the current prime customers of BenQ had a conflict of interests because of the collaboration between Siemens and BenQ. By September 2006, BenQ decided not to invest money in its German subsidiary to cut loss. The interests of the creditors were protected and the subsidiary filed for insolvency in Munich court. There was loss of 3000 jobs in German because of this failure. The high context culture of BenQ and the low context culture of Siemens, failed communication and difference in organizational culture resulted in this failed acquisition. The media commentators, labor leaders and politicians in Germany felt that BenQ did not have experience in marketing and lacked competence and the acquisition of Siemens by BenQ was an economic and social disaster (Cheng. and Seeger 2011). The Critical Challenges those Multicultural companies might face Multicultural companies face challenges with communication, difference in culture and diversity. The difference in culture among employees of a multicultural company results in language barriers and communication practices which are divergent in nature. Intercultural communication has two comparison points which are influential which are 1) The idea of context and 2) The value/ belief theory of culture. A multicultural company has a workforce with different cultural values, for instance, the high-context culture where people demonstrate deep involvement with one another and in a low context individualized culture where people are demonstrate little involvement with each other. Values are the foundation of culture and collective programming is influenced by values (Huxham and Vangen 2013). The people belonging to similar culture share similar patterns of feeling, thinking reacting and acting and thus a particular event is perceived in different ways by people from different cultures. Power distance, masculinity or femininity, avoidance of uncertainty, individualism or collectivism and long-term and short term orientation are different cultural dimensions founded by Hofstede. Multi-cultural companies have a diverse workforce from different countries and thus their cultural values are affected by the 5 cultural dimensions of Hofstede. Also multicultural companies have multicultural teams and have to deal with challenges of diversity-both surface level diversity like ethnicity, age, gender and deep-level diversity like differences in values, attitudes and beliefs. Also, people with different cultural background have different mode of learning and it is a challenge for multi-cultural companies (Hunt 2014). Cultural difference challenge in case of BenQ and Siemens BenQ is a company from Taiwan and Siemens is a company from German. The culture of BenQ was influenced by oriental Confucian culture whereas that of Siemens was Germanic European culture. The culture in Taiwan is more collectivist and rule-oriented and less assertive and future oriented. The culture in German is focused on contracts, agreements, individual rights and personal independence. On the index of individualism, Germans scored 67 and Taiwanese scored 17. Taiwanese society has a collectivistic culture and employees have a strong sense of organizational belonging while Germans prefer challenges, time, and freedom and are highly individualistic. The difference in culture created a gap between the German subordinates of Siemens who were highly individualistic and Taiwanese employers of BenQ who were highly collectivistic. There was turnover in executive management of Siemens. Taiwanese scored 58 and score of Germans was 35 in the scale of power distance. Germany has a strong unio n and collective tariff agreements between representatives of trade unions and employers association fix salaries of German employers. Germans separate work and private lives, they do not work on Sundays and public holidays and have six weeks of paid vacation while Taiwanese are ready to work on weekends and holidays if there is a requirement by their organization. Thus, BenQ faced the challenge of maintaining good relationship with union labor of Siemens. In the index of avoidance of uncertainty , Taiwanese ranked 69 and Germans ranked 65. Taiwanese have fear of failure and avoid risks. The electronics company of Taiwan adopts procedures of cost-cutting and after acquiring Siemens, BenQ had NT$36.7 billion loss. Business schedules in German are flexible while it is rigid in Taiwan. The production schedule, new product development and marketing plan of BenQ were delayed after acquisition of Siemens because of the difference in organizational culture. The R D of new products across BenQ and Siemens and the incompatible culture of the two companies were not integrated by BenQ and thus the company faced financial problems due to the cultural difference. BenQ was a Taiwanese company and focused on product diversification, adaptability, resilience, flexibility and innovation with an informal organizational structure whereas Siemens had a formal organizational structure with a decision-making process which was methodical. Also, there were challenges of cross- cultural communication, the Taiwanese have a subtle style of communication while communication style in German companies are assertive, the employees of BenQ could not speak German resulting in barriers of communication. The intercultural failure resulted in failed acquisition of Siemens by BenQ (Cheng. and Seeger 2011). Actions taken to minimize each of the challenges Actions were taken to minimize the challenges. BenQ managed to maintain a cordial relationship with the labor union of Siemens. Lee, the chairman of BenQ made a public apology to the stakeholders of German and Taiwan at Institutional Investor Conference and promises for the future was delivered in this conference. Lee also hoped to recover the financial loss and achieve healthy growth. In order to take corrective action to meet the financial crisis, Chairman Lee wanted to resign at the board meeting. Trust between BenQ and Siemens Initially trust was displayed between BenQ and Siemens in order to achieve collaborative advantage financially and operationally. Chairman Lee of BenQ retained the CEO of Siemens Joos along with 2800 R D employees in order to make a smooth transition. However, the employees of Siemens did not have trust in BenQ. The mechanism of internal communication adopted by BenQ at the beginning of the deal was not appropriate resulting in anxiety and rumors among German employees. There was miscommunication and disagreement over the new products development process and the speed of reorganization between the German management and headquarters at Taipei of BenQ. The decision of BenQ to terminate financial support for the German subsidiary was rational for Taiwanese but was severely condemned in German. The implementation plan of new business strategies for BenQ- Siemens unit was not communicated among employees in a concise and consistent manner by BenQ resulting in miscommunication and lack of trust. The employees of BenQ was not fluent in German and there was communication barrier between the companies resulting in lack of trust because the high context Taiwanese culture preferred subtle communication while the low-context Germans preferred to communicate directly. Lee did not communicate directly about the layoff of the employees of Siemens to avoid direct disagreement and thus the German employees felt deceived later on (Cheng. and Seeger 2011). The ways trust can be built and restored for a better collaboration outcome Trust can be restored for a better collaboration outcome with the help of an innovative communication model (Alguezaui and Filieri 2014). The two clashing cultures of companies during a merger and acquisition process can be integrated with the help of an open communication model. The organizational uncertainty and stress can be successfully reduced with clear communication. The anxiety and tension of employees increases due to communication gap resulting in grapevine. In culturally distant countries misinterpretation occurs of the actions and messages of the acquiring firm which are misconstrued, ambiguity can be reduced and expectations can be clarified by adopting an open communication model. Foreign language proficiency among employees can reduce the barrier in communication and build trust resulting in better collaborative outcome. The communication process should be clear and concise for a better collaborative outcome and to build trust. The communication program should be emplo yee-centered and the organizations should focus on a high level of relationship building among employees to restore a better collaborative outcome. Also, the managers of an organization should make sure that employees are not deceived by revealing accurate information. The concept of face-concern is of paramount importance to build trust, for instance, individualists try to save their own face and collectivists save the face of members of a group. In order to restore a better outcome of collaboration and build trust, the difference of the high context and low context organizational culture should be minimized. A balanced approach between individualism and collectivism, power distance and avoidance of uncertainty can result in a better outcome of collaboration. The board of directors should protect stakeholders when an organization is hit by crisis to build trust and restore collaboration. Reference Lists Alguezaui, S. and Filieri, R., 2014. A knowledge-based view of the extending enterprise for enhancing a collaborative innovation advantage.International journal of agile systems and management,7(2), pp.116-131. Bingham, L.B. and O'leary, R., 2014.Big ideas in collaborative public management. Routledge. Cao, M. and Zhang, Q., 2013. Introduction. InSupply Chain Collaboration(pp. 1-15). Springer London. Cheng, S.S. and Seeger, M.W. (2011). Cultural Differences and Communication Issues in International Mergers and Acquisitions: A Case Study of BenQ Debacle. International Journal of Business and Social Science, Vol. 2, No. 24, Special Issue December 2011. Foss, N.J. and Knudsen, C. eds., 2013.Towards a competence theory of the firm(Vol. 2). Routledge. Hunt, S.D., 2014.Marketing theory: foundations, controversy, strategy, and resource-advantage theory. Routledge. Huxham, C. and Vangen, S., 2013.Managing to collaborate: The theory and practice of collaborative advantage. Routledge. Kozlenkova, I.V., Samaha, S.A. and Palmatier, R.W., 2014. Resource-based theory in marketing.Journal of the Academy of Marketing Science,42(1), pp.1-21.

Presentation of the Various Financialâ€Free Samples for Students

Question: Discuss About The Presentation Of The Various Financial? Answer: Introduction: In the case given, there are mainly 2 proposal on which the board of the directors of the company are confused as to which alternative must be chosen. This report relates with the issue of shares and the other with the sale and leaseback of the land and building. Issue of shares: The AASB 132 deals with the presentation of the various financial instruments. In respect of the equity instruments, the examples of which includes the non-puttable ordinary shares, many types of the preference shares and warrants along with the written call options helps the holder to subscribe for the purchase of a fixed number of the non-puttable ordinary shares in the issuing entity and this is done in exchange of the fixed amount of cash or any other financial asset. The obligation of the entity to either issue or purchase the fixed number of the equity instruments would be in an exchange of the fixed amount of cash or any other financial asset which is also the equity instrument of the entity. But there is a contract that includes the obligation for the entity to pay cash or any other financial asset. This further gives rise to the liability for the present value for the redemption amount. The issuer of these non-puttable ordinary shares takes into account the fact that there a re many of the formal acts that make the distribution and also become somewhat legally obliged to the shareholders in doing the same. This would be so when there is a declaration of the dividend or when the entity is being wound up or in the case, there are any assets left out after the satisfaction of the various liabilities that becomes distributable to the shareholders. There is a purchased call option or there are some of the similar contracts that have been acquired by the entity and that gives them the right to acquire the fixed number of the equity instruments in exchange of the delivering of the fixed amounts of cash or any other financial asset which is not a financial asset for the company. Further, in respect of the settlement of the equity instrument of the company which are its own, the examples of which includes the classification of the different types of the contracts of the own equity instruments of the company. These would further include the contract that would be settled by the entity when it comes to receiving or delivering the fixed number of the own shares for the future consideration or exchanging the fixed number of the own shares of the company for the fixed amount of cash or any other financial asset which is an equity instruments. As per the standard, any amount of consideration which would be received or be paid for such of the contract would be added or be deducted from the equity. On example of the same would be the issued share option that gives the right to the company to buy some fixed number of the shares of the entity for a fixed amount of cash. In case, there is a contract that requires the entity to purchase its own shares or any other financial assets at some fixed or at a determinable date or in demand, then the entity would recognise that financial liability for the present value of that redemption amount. An example of the same would be the obligation of the entity under the forward contract to repurchase the number of its own shares for a fixed amount of cash. When an entity decides to purchase back its own shares, then that would give rise to the financial liability for the present value of the amount of redemption even in the case wherein the shares have bene obliged to be repurchased and the same is not fixed or in case, the obligation is somewhat conditional on the counterparty that exercises the right of redemption. Another example of the same is the conditional obligation which is an issued option which requires the entity to purchase the own shares of the company for cash in case the counterparty exercises this option (AASB, 2016). There could be a contract wherein the settlement may be in cash or in any other form of a financial asset. This would include the payment of cash or the financial asset that would be delivered or received on the basis of the changes made in the market price of the equity of the company. There could be a contract that could be settled in a variety of ways in the own shares of the company whose value is equal to the underlying value of that asset. Such a contract is considered to be a financial asset or a financial liability (AASB, 2016). The following journal entries would be passed: Proposal 1 Date Details DR CR In case preference shares are issued: 2016 July 1 Cash 10,000,000 5% Preference share capital 10,000,000 2017 June 30 Preference dividend 500,000 Cash 500,000 In case debentures are issued: 2016 July 1 Cash 10,000,000 6% Debenture 10,000,000 2017 June 30 Debenture interest 600,000 Cash 600,000 Conclusion: it would be appropriate if the company goes for the cash payment at the end of the 10 th year. this is since it leads to a reduced cash outflow for the company. Sale and leaseback: The companys usually want to keep leases off their books since they like to defer their expenses and they do the same by the way of reporting their leases as operating leases. The financial Accounting standards Board has the following rule when it comes to treating the lease as the capital lease. The capital lease is when it meets any of the following 4 conditions: If the life of the lease is more than the 75% of the life of the asset. If there is a provision of ownership to the lessee at the end of the term of the lease. If there is an option to purchase the asset at the bargain price as in the end of the term of the lease. If the present value of the lease payments when discounted at the appropriate discount rate is more than 90% of the fair value of the asset (Stern, 2016). Under the given case, company Black Box has an option to purchase back the asset in the end of the 10 years which is the useful life of the asset. Since this condition has been fulfilled, it can be considered as a capital lease. AASB 117 on leases states that this transaction includes the sale of the asset and then leasing the same back to the seller of that asset. The payment of the lease and the sales price is interdependent since these have been negotiated as a package. The accounting treatment for both of these depends upon the type of the lease. In the case, this is a finance lease, then any amount of the excess sales proceeds over the carrying value of the asset, then the amount shall be transferred as income in the statement of profit and loss. The same shall be deferred and also mortised over the term of the lease. In case, the leaseback is a finance lease, then the above treatment shall not be followed. Any excess amount would be deferred and amortised over the term of the lease (Chartered Accountants, 2016). In case, the leaseback is a finance lease, then the transaction would provide the finance to the lease with the asset in the security. It is for this reason that the excess amount is never trea ted as the income in the statement of profit or loss. In case, the sale price of the asset is below its market value, then the any profit or loss that have been recognised shall be deferred and shall be amortised over the term of the lease for which the asset is expected to be used. In case, the leaseback is an operating lease, then the payments of the lease and if the sales price is at the fair value, and there has been a normal sales transaction, then any amount of profit or loss would be recognised immediately. For the purposes of the finance lease, there is no adjustment necessary till there is a fall in the value in the asset in which the carrying amount would go on to reduce the amount of the recoverable as per the requirements of the AASB. The disclosure requirements for the lessees and the lessors would be applied. And the same would apply in the case of the sales and leaseback transactions as well. The required description of the material leasing arrangements would lead to the disclosing of the unique or an unusual provision of the terms and the agreement of the transactions of sales and leaseback (AASB, 2016). The following journal entries would be passed: Proposal 2 Date Details DR CR 2016 July 1 Land 6,000,000 Building 4,000,000 Cash 10,000,000 July 1 Cash 13,000,000 Unearned Lease Rental Revenue 13,000,000 July 1 Unearned lease rental revenue 1,300,000 Lease rental revenue 1,300,000 2017 June 30 Depreciation expense 1,000,000 Accumulated depreciation-land 600,000 Accumulated depreciation-building 400,000 Conclusion: In respect of Proposal 1, it would be appropriate if the company goes for the cash payment at the end of the 10 th year. This is since it leads to a reduced cash outflow for the company. Further, the company must go for the cash payment at the end of the 10th year. In respect of proposal 2, the companys sale and leaseback would be termed as a capital lease. References: AASB 117 Leases. (2016).Charteredaccountants.com.au. Retrieved 7 October 2016, from https://www.charteredaccountants.com.au/Industry-Topics/Reporting/Australian-accounting-standards/Analysis-of-AASB-standards/AASB-117--Leases AASB 1033 Presentation and Disclosure of Financial Instruments. (2016).www.aasb.gov.au. Retrieved 7 October 2016, from https://www.aasb.gov.au/admin/file/content102/c3/AASB1033_10-99.pdf AASB 117. (2016).www.aasb.gov.au. Retrieved 7 October 2016, from https://www.aasb.gov.au/admin/file/content102/c3/AASB117_07-04_ERDRjun10_07-09.pdf AASB 132. (2016).www.aasb.gov.au. Retrieved 7 October 2016, from https://www.aasb.gov.au/admin/file/content105/c9/AASB132_07-04_COMPapr07_07-07.pdf Operating versus Capital Leases. (2016).Pages.stern.nyu.edu. Retrieved 7 October 2016, from https://pages.stern.nyu.edu/~adamodar/New_Home_Page/AccPrimer/lease.htm