Baldwin management organizational behavior test bank Chp002

斯蒂芬·P·罗宾斯《管理学》笔记第二章管理的昨天和今天一、管理与其他研究领域的联系1、人类学：有助于管理者更好地理解不同国家和不同组织中人们的基本价值观、态度和人们行为的差异。

2、经济学：提供了理解变化中的经济以及竞争和自由的全球市场环境的作用。

如：为什么运动鞋都是在亚洲国家制造？这可用经济学的竞争优质给出答案。

3、哲学：有助于考察事物的本质，特别是价值观和伦理道理，帮助管理者理解组织为什么存在以及什么行为对一个组织是适当的命题。

4、政治学：研究个人和群体在政治环境中的行为。

帮助管理者理解冲突的结构、在经济系统中权利的分配、个人如何为了自己的利益操纵权利、政府的影响。

5、心理学：帮助管理者理解人类的行为。

6、社会学：帮助管理者理解人与人之间的关系。

二、管理的历史背景20世纪前，管理方面的主要贡献1、埃及金字塔的建设、中国的长城，规模恢宏，管理者是如何进行计划、组织、领导和控制的？公元15世纪的威尼斯城的生产、运输、仓储、人事、会计模式表明组织管理已付诸实施。

2、1776年亚当·斯密关于劳动分工的著作《国富论》（the Wealth of Nations）：将工作分解成狭窄的和重复性的任务，提高了工人技巧和熟练程度，导致工作专业化。

3、20世纪前的产业革命：以机械代替手工，大大提高劳动效率，对管理技能提出了更高的要求。

诸如管理者需要预测需求、分配人员工作、指挥每天的活动、协调各种任务、保证机器运行等。

计划、组织、领导和控制就成为必不可少的了，管理理论也应运而生。

4、管理进程：科学管理（1880s）--------行为科学（1920s）------管理科学（1950s）。

三、科学管理：从如何改进作业人员生产率的角度看管理。

1、主要学者：泰罗+吉尔布雷思夫妇2、泰罗的四条管理原则——关注管理的最低层次，追求完成每项具体工作的最佳方法，被称为“科学管理之父”。

①对工人的每一个要素开发出一种科学的方法，代替老的经验方法。

本科毕业论文（设计）外文翻译外文题目Committee of sponsoring organizationsof the treadway Commission 外文出处Enterprise risk management外文作者Committee of sponsoring organizations 原文：Committee of sponsoring organizations of the treadway commission Organizational overviewCOSO was formed in 1985 to sponsor the National Commission on Fraudulent Financial Reporting (the Treadway Commission). The Treadway Commission was originally jointly sponsored and funded by five main professional accounting associations and institutes headquartered in the United States: the American Institute of Certified Public Accountants (AICPA), American Accounting Association (AAA), Financial Executives International (FEI), Institute of Internal Auditors (IIA) and the Institute of Management Accountants(IMA). The Treadway Commission recommended that the organizations sponsoring the Commission work together to develop integrated guidance on internal control. These five organizations formed what is now called the Committee of Sponsoring Organizations of the Treadway Commission.The original chairman of the Treadway Commission was James C. Treadway, Jr., Executive Vice President and General Counsel, Paine Webber Incorporated and a former Commissioner of the U.S. Securities and Exchange Commission. Hence, the popular name "Treadway Commission". Currently, David L. Landsittel replaced Larry E. Rittenberg as the COSO Chairman.HistoryDue to questionable corporate political campaign finance practices and foreigncorrupt practices in the mid -1970s, the U.S. Securities and Exchange Commission (SEC) and the U.S. Congress enacted campaign finance law reforms and the 1977 Foreign Corrupt Practices Act(FCPA) which criminalized transnational bribery and required companies to implement internal control programs. In response, the Treadway Commission, a private-sector initiative, was formed in 1985 to inspect, analyze, and make recommendations on fraudulent corporate financial reporting.The Treadway Commission studied the financial information reporting system over the period from October 1985 to September 1987 and issued a report of findings and recommendations in October 1987 titled Report of the National Commission on Fraudulent Financial Reporting. As a result of this initial report, the Committee of Sponsoring Organizations (COSO) was formed and it retained Coopers & Lybrand, a major CPA firm, to study the issues and author a report regarding an integrated framework of internal control.In September 1992, the four volume report entitled Internal Control— Integrated Framework was released by COSO and later re-published with minor amendments in 1994. This report presented a common definition of internal control and provided a framework against which internal control systems may be assessed and improved. This report is one standard that U.S. companies use to evaluate their compliance with FCPA. According to a poll by CFO Magazine released in 2006, 82% of respondents claimed t hey used COSO’s framework for internal controls. Other frameworks used by respondents included COBIT, AS2 (Auditing Standard No. 2, PCAOB), and SAS 55/78 (AICPA).Internal control - integrated frameworkKey concepts of the COSO frameworkThe COSO framework involves several key concepts:∙Internal control is a process. It is a means to an end, not an end in itself.∙Internal control is affected by people. It’s not merely policy, manuals, and forms, but people at every level of an organization.∙Internal control can be expected to provide only reasonable assurance, not absolute assurance, to an entity’s management and board.Internal control is geared to the achievement of objectives in one or more separate but overlapping categories.Use of the capability maturity modelThe capabilities of an organization in relation to the COSO model could be assessed based on universal states or plateaus that organizations typically target. The descriptions are incremental.The capability descriptions are based on evolution toward generally recognized best practices. Each organization determines which level of "maturity" would be the most appropriate in support of its business needs, priorities and availability of resources. A rating system of “0” to “5” is used. A rating of “5” does not necessarily mean “goodness”, but rather, maturity of capability. The ideal maturity rating for any area is dependent on the needs of the organization. The different and progressive plateaus are: 0 Non-existent when:The organization lacks procedures to monitor the effectiveness of internal controls. Management internal control reporting methods are absent. There is a general unawareness of IT operational security and internal control assurance. Management and employees have an overall lack of awareness of internal controls.1 Initial/Ad Hoc when:Management recognizes the need for regular IT management and control assurance. Individual expertise in assessing internal control adequacy is applied on an ad hoc basis. IT management has not formally assigned responsibility for monitoring the effectiveness of internal controls. IT internal control assessments are conducted as part of traditional financial audits, with methodologies and skill sets that do not reflect the needs of the information services function.2 Repeatable but Intuitive when:The organization uses informal control reports to initiate corrective action initiatives. Internal control assessment is dependent on the skill sets of key individuals. The organization has an increased awareness of internal control monitoring. Information service management performs monitoring over the effectiveness of what it believes are critical internal controls on a regular basis. Methodologies and tools formonitoring internal controls are starting to be used, but not based on a plan. Risk factors specific to the IT environment are identified based on the skills of individuals.3 Defined when:Management supports and institutes internal control monitoring. Policies and procedures are developed for assessing and reporting on internal control monitoring activities. An education and training program for internal control monitoring is defined. A process is defined for self-assessments and internal control assurance reviews, with roles for responsible business and IT managers. Tools are being utilized but are not necessarily integrated into all processes. IT process risk assessment policies are being used within control frameworks developed specifically for the IT organization. Process-specific risks and mitigation policies are defined.4 Managed and Measurable when:Management implements a framework for IT internal control monitoring. The organization establishes tolerance levels for the internal control monitoring process. Tools are implemented to standardize assessments and automatically detect control exceptions. A formal IT internal control function is established, with specialized and certified professionals utilizing a formal control framework endorsed by senior management. Skilled IT staff members are routinely participating in internal control assessments. A metrics knowledge base for historical information on internal control monitoring is established. Peer reviews for internal control monitoring are established.5 Optimized when:Management establishes an organization wide continuous improvement program that takes into account lessons learned and industry best practices for internal control monitoring and reporting. The organization uses integrated and updated tools, where appropriate, that allow effective assessment of critical IT controls and rapid detection of IT control monitoring incidents. Knowledge sharing specific to the information services function is formally implemented. Benchmarking against industry standards and good practices is formalized.Definition of internal control and framework objectivesThe COSO framework defines internal control as a process, effected by an entity’sboard of directors, management and other personnel, designed to provide "reasonable assurance" regarding the achievement of objectives in the following categories: ∙Effectiveness and efficiency of operations∙Reliability of financial reporting∙Compliance with applicable laws and regulationsThe five framework componentsThe COSO internal control framework consists of five interrelated components derived from the way management runs a business. According to COSO, these components provide an effective framework for describing and analyzing the internal control system implemented in an organization as required by financial regulations (see Securities Exchange Act of 1934, Section 240 15d-15). The five components are the following:Control environment:The control environment sets the tone of an organization, influencing the control consciousness of its people. It is the foundation for all other components of internal control, providing discipline and structure. Control environment factors include the integrity, ethical values, management's operating style, delegation of authority systems, as well as the processes for managing and developing people in the organization.Risk assessment:Every entity faces a variety of risks from external and internal sources that must be assessed. A precondition to risk assessment is establishment of objectives and thus risk assessment is the identification and analysis of relevant risks to the achievement of assigned objectives. Risk assessment is a prerequisite for determining how the risks should be managed.Control activities: Control activities are the policies and procedures that help ensure management directives are carried out. They help ensure that necessary actions are taken to address the risks that may hinder the achievement of the entity's objectives. Control activities occur throughout the organization, at all levels and in all functions. They include a range of activities as diverse as approvals, authorizations, verifications, reconciliations, reviews of operating performance, security of assets and segregation of duties.Information and communication:Information systems play a key role in internal control systems as they produce reports, including operational, financial and compliance-related information, that make it possible to run and control the business. In a broader sense, effective communication must ensure information flows down, across and up the organization. For example, formalized procedures exist for people to report suspected fraud. Effective communication should also be ensured with external parties, such as customers, suppliers, regulators and shareholders about related policy positions.Monitoring: Internal control systems need to be monitored—a process that assesses the quality of the system's performance over time. This is accomplished through ongoing monitoring activities or separate evaluations. Internal control deficiencies detected through these monitoring activities should be reported upstream and corrective actions should be taken to ensure continuous improvement of the system. LimitationsInternal control involves human action, which introduces the possibility of errors in processing or judgment. Internal control can also be overridden by collusion among employees (see separation of duties) or coercion by top management.CFO magazine reported that companies are struggling to apply the complex model provided by COSO. “One of the biggest problems: limiting internal audits to one of the three key objectives of the framework. In the COSO model, those objectives are applied to five key components (monitoring, information and communication, control activities, risk assessment, and control environment). Given the number of possible matrices, it's not surprising that the number of audits can get out of hand.” CFO magazine continued by stating, that many organization are creating their own risk-and-control matrix by taking the COSO model and altering it to focus on the components that relate directly to Section 404 of the Sarbanes-Oxley Act.Source：Enterprise risk management,2004.译文：美国反舞弊性财务报告委员会发起组织的报告组织概述COSO是成立于1985年的美国反虚假财务报告委员会（特雷德韦委员会）的发起组织委员会。

全球领导力大师讲稿世界组织行为学、领导力大师美国哈佛大学保罗-赫塞博士领衔主讲保罗-赫塞博士的《组织行为学》一书已被翻译成14种语言，目前已出到第8版，该书全球累计销量已接近1000万册。

保罗-赫塞博士在20世纪60年代推出的《情境领导者》一书也一直畅销不衰，是全球1000多万经理人的至爱。

美国哈佛大学领导力大师保罗-赫塞教授全天演讲美国领导力研究中心的罗纳德·坎贝尔博士全天演讲认证系列：职业经理、人力资源总监、营销经理、品质经理、生产经理、物流经理、项目经理、企业培训师、营销策划师、酒店经理、市场总监、财务总监、行政总监、采购经理、企业管理咨询师、企业总经理、医院管理、工业工程管理等高级资格认证。

颁发双证：高级经理资格证书＋高等教育研修结业证书（含2年全套学籍档案）证书说明：证书全国通用、电子注册，是提干、求职、晋级的有效依据学习期限：3个月（允许工作经验丰富学员提前毕业）收费标准：全部学费元咨询电话： 0451- 88342620 招生网站：电子邮箱：007@163颁证单位：中国经济管理大学主办单位：美华管理人才学校职业经理整套实战教程经理教材免费下载网址:领导力大师保罗-赫塞博士演讲实录主持人：我们以热烈的掌声欢迎保罗·赫塞博士演讲。

保罗·赫塞：各位上午好，我非常高兴能够到此。

很高兴再次到北京，两年之前我来过北京，今天再次回来非常高兴。

首先我们谈到一个领导力的话题，我们提到领导力的时候是指什么呢？我们在讲到领导力的时候是指：这是一种试图去影响的尝试。

任何时候我们要对另外一个人试图去影响的时候或者对一个集团或者一个组织机构进行影响的时候，我们指的是一种尝试。

这不仅仅是公司上层的人，这不仅仅是一种工作。

我们大多数人在家里也有同样的问题，你们有多少人在家里有孩子呢？我认为你们在家里也有领导力的问题，在工作当中也有，我们其实也有这样的问题。

我有六个孩子，我有16个孙子辈的孩子，有一个孙儿8岁了，我其实还期待着重孙子的出生，大家可以看到我的精力非常好，我会有很多孙子和重孙子，有时候太溺爱他们了。

本科毕业论文（设计）外文翻译原文：Staggered Boards, Managerial Entrenchment, and Dividend Policy 2 Background, literature review, and hypothesis development2.1 The role of staggered boards in entrenching incumbentsIn the U.S., boards of directors can be either unitary or staggered. In firms with a unitary board, all directors stand for election each year. In firms with a staggered or classified board, directors are divided into three classes, with one class of directors standing for election at each annual meeting of shareholders. Ordinarily, a classified board has three classes of directors, which in most states of incorporation is the maximum number of classes allowed by state corporate law (Bebchuk and Cohen 2005).Boards can be removed in one of the following two ways. First, a replacement can occur due to a stand-alone proxy fight brought about by a rival team that attempts to replace the incumbents but continues to run the firm as a stand-alone entity. Second, a board may be replaced as a consequence of a hostile takeover. Either way, the difficulty with which directors can be removed critically depends on whether the firm has a staggered board.In a stand-alone proxy contest, staggered boards make it considerably more difficult to win control by requiring a rival team to prevail in two elections. In a hostile takeover, staggered boards protect incumbents from removal due to the interaction between incumbents and a board’s power to adopt and maintain a poison pill 3. Before the adoption of the poison pill defense, staggered boards were deemed only a mild defense mechanism, as they did not impede the acquisition of a control block. The acceptance of the poison pill, however, has immensely strengthened the anti-takeover power of staggered boards.Two powerful recent studies by Bebchuk and Cohen (2005) and Faleye (2007) demonstrate that firms with staggered board’s exhibit significantly lower value than those with unitary boards. Thus, the evidence is in accordance with the notion that staggered boards promote managerial entrenchment, exacerbate agency conflicts, and ultimately hurt firm value.2.2 Prior literatureExisting literature provides evidence consistent with the agency role of dividends in Alleviating Jensen’s (1986) free cash flow problem (Easterbrook 1984; Lang and Litzenberger 1989; Smith and Watts 1992; Gaver and Gaver 1993). Agency theory represents a general framework for the role of dividends as a way of reducing the costs of manager-shareholder agency conflict (Easterbrook 1984). Dividends reduce the amount of sub-optimal investment, impose additional monitoring by forcing the manager to address the external financing market, and increase managerial risk-taking (by replacing leverage, dividends lower the expected loss of human capital due to bankruptcy).Many recent studies document a negative relation between dividend payouts and Gompers et al.’s (2003) Governance Index (Jiraporn and Ning 2006; Pan 2007; John and Knyazeva 2006; and Officer 2006). The Governance Index has a serious weakness in that it assigns equal weights to all the governance provisions included in the construction of the index. Although other governance provisions may also exacerbate managerial entrenchment, there is strong empirical evidence that staggered boards have a far more potent effect than any other governance provision.4Two crucial studies by Bebchuk and Cohen (2005) and Bebchuk and Cohen (2005) show that, even after accounting for the effects of other governance provisions, staggered boards still exhibit a strong negative impact on firm value. In fact, the regression results reveal that the impact of staggered boards on firm value is seven times stronger than the effects of other governance provisions. Bebchuk and Cohen(2005) conclude that “staggered boards play a relativ ely large role compared to the average role of other provisions included in the GIM Index.”5 The effect of staggered boards on firm value is not only statistically significant but alsoeconomically significant. Having a staggered board is associated with T obin’s q that is lower by 17 percentage points (Bebchuk and Cohen 2005).Additional evidence on the effect of staggered boards is reported in several recent studies. For example, Faleye (2007) reports that staggered boards reduce the probability of forced CEO turnover, are associated with a lower sensitivity of CEO turnover to firm performance and are correlated with a lower sensitivity of CEO compensation to changes in shareholder wealth .Masulis et al. (2007) demonstrate that announcement period returns are 0.57% to 0.91% lower for bidding firms with staggered boards. They attribute this finding to the self-serving behavior of acquiring firm managers, who themselves are insulated from the market for corporate control.Jiraporn and Liu (2008) examine how capital structure decisions are influenced by the presence of a staggered board. The evidence reveals that even after controlling for the effects of other governance provisions, firms with staggered boards are significantly less leveraged than those with unitary boards. They argue that staggered boards promote managerial entrenchment, thereby allowing opportunistic managers to eschew the disciplinary mechanisms associated with debt financing. The regression results show that the impact of staggered boards on leverage is six to nine times stronger than the effects of other governance provisions included in Gompers et al.’s (2003) Index.Furthermore, staggered boards have become a subject of intense investor scrutiny. Institutional Shareholder Services (ISS) recommends in its 2006 proxy voting guidelines that its membership vote against proposals to stagger a board or vote for proposals to repeal staggered board provisions. Additionally, ISS recommends withholding votes for directors who ignore shareholder resolutions to de-stagger a board. ISS also lowers its governance score for firms with staggered boards6. Similarly, CalPER, the largest public pension fund in the U.S., has targeted firms for shareholder votes to remove staggered boards from their corporate charters. Various mutual fund companies including TIAA-CREF and Fidelity Investments also call for voting against the adoption of and for the removal of staggered board provisions. No other governance provisions have attracted nearly as much controversy from investorsas staggered boards, underscoring staggered boards’ dominant role relative to other governance provisions.Given the above discussion, it is obvious that staggered boards have a serious impact on several critical corporate outcomes, including overall firm value, capital structure, CEO compensation, CEO turnover and takeover gains. It also appears that the effect of staggered boards is large relative to the average effect of other corporate governance provisions. The significance of staggered boards cannot be overemphasized. Consequently, in this study, we narrowly concentrate on the role of staggered boards and investigate their impact on dividend payouts.2.3 Hypothesis developmentGrounded in agency theory, our general hypothesis is that there is a link between staggered boards and dividend payouts, as both are related to agency costs. However, it is unclear what the exact relation should be between staggered boards and dividend policy. On the basis of previous literature in this area, we advance four possible hypotheses.2.4 The irrelevance hypothesisThis view posits that there is no significant difference in dividend policy between firms with staggered boards and those with unitary boards. Dividends are “sticky.” Once dividends are initiated, managers are extremely unwilling to cut back or terminate dividends (Lintner 1956; Allen and Michaely 2003; Brav et al. 2005), possibly making irrelevant any managerial entrenchment engendered by staggered boards.2.5 The managerial opportunism hypothesisThis argument is based on the free cash flow hypothesis (Jensen 1986). This view argues that dividend policy is determined by managers who would rather retain cash within the firm for perquisite consumption, for empire building or for investing in projects that enhance their personal prestige but do not necessarily benefit shareholders. As staggered boards can entrench inefficient managers, opportunistic managers may choose to keep more cash within the firm and pay less out as dividends. The empirical prediction of this hypothesis is that firms with staggered boards shouldpay less dividends than those with unitary boards.2.6 The agency cost alleviation hypothesisPayout policy is one mechanism for alleviating the manager-shareholder conflict. However, the efficacy of payout policy in reducing agency costs hinges largely on the degree of restriction on managerial actions. Without pre-commitment, poorly-monitored managers can ex post deviate from the payout policy and use free cash flow to finance inefficient investment. Given the negative market reaction to dividend cuts and infrequent deviations from dividend policy, dividends help constrain the manager through the high cost of deviation and constitute an effective pre-commitment mechanism in the presence of a severe agency conflict (John and Knyazeva 2006).As shareholders observe that firms with staggered boards may be more prone to managerial entrenchment and rationally anticipate the larger extent of the free cash flow problem, the necessity for dividends should be stronger for firms with staggered boards than for firms with unitary boards.Dividend payment imposes a tax cost on the payer firm. Moreover, dividend paying firms also incur the cost of forgone positive-NPV projects or the additional cost of raising external financing to fund them when internal cash flow is inadequate. Since dividends are costly, firms that are less vulnerable to managerial entrenchment (i.e., firms without staggered boards) should be less inclined to pay dividends and should pay lower dividends on average.2.7 The signaling hypothesisThis hypothesis is based on an argument made by La Porta et al. (2000). This view relies critically on the assumption that firms need to raise money in the external capital markets, at least occasionally. To be able to raise external funds on attractive terms, a firm must establish a reputation for moderation in expropriating from shareholders. One way to establish such a reputation is by paying out dividends, which reduces what is left for expropriation.7A reputation for good treatment of shareholders is worth more in firms where opportunistic managers are more likely to be entrenched, i.e., in firms with staggered boards. As a result, the need to establish areputation is greater for such firms. By contrast, for firms with unitary boards, the need for a reputation mechanism is less necessary, and thus, so is the need to pay dividends. This view, therefore, posits that dividend payouts should be higher in firms with staggered boards.Because firms with plenty of growth opportunities need more financing and are thus more likely to raise capital in the external markets, the need for signaling should be stronger for these firms. As a result, one crucial implication of this hypothesis is that firms with staggered boards that exhibit stronger growth opportunities should pay more dividends than those that show weaker growth (Pan 2007).3 Sample formation and data description3.1 Sample selectionThe original sample is compiled from the Investor Responsibility Research Center (IRRC). The IRRC Reports Data on corporate governance provisions for about 1,500 firms. The sample firms, mainly drawn from the S&P 500 and other large corporations, represent over 90% of total market capitalization on NYSE, AMEX, and NASDAQ. The IRRC collects data on 24 corporate governance provisions, one of which is staggered boards .8 The sample is narrowed down further by dropping firms whose financial data do not exist in COMPUSTA T. Financial firms are excluded due to their unique accounting and financial characteristics.The final sample consists of 9,918 firm-year observations from 1990 to 2004. This sample is the largest and most recent among most studies in this area. The year distribution of the sample is displayed in Table 1. It appears that about 60% of firms in the sample have staggered boards. This proportion is remarkably constant over time, in a narrow range from 59.07% to 63.25%.Because the IRRC data include only large firms, it could be argued that our studies are biased towards firms of large size. The IRRC data covered, in 1990, over 93% of the market capitalization of the combined NYSE, AMEX, and NASDAQ markets (Gompers et al. 2003). Like Pan (2007), we propose that this possible large-firm bias should not constitute a serious concern for our study. Given the purpose of this study, we need a sample of firms that are potential candidates to paydividends and attempt to understand whether their dividend payouts are related to their level of managerial entrenchment. As dividends are paid mainly by large and mature firms, the IRRC sample firms are those that should be most suitable for this study. Additionally, firms can only pay dividends when they are able to generate stable earnings, i.e., when they become mature firms. On the contrary, most fast growing young firms cannot or choose not to pay dividends. Consequently, a study like ours that examines dividend policy and managerial entrenchment probably ought to include large firms in the sample, which is precisely what we do here.Source: Pornsit Jiraporn·Pandej Chintrakarn, 2009 “Staggered Boards, Managerial Entrenchment, and Dividend Policy” .J Financ Serv Res, pp.3-7.译文：交错董事会，管理防御和股利政策2背景，文献回顾，与假设发展2.1在固守任职中交错板的作用在美国，董事会成员可以是单一或交错的。

会计舞弊财务舞弊外文文献翻译(含：英文原文及中文译文)文献出处：Badawi I M. Global corporate accounting frauds and action for reforms[J]. Review of Business, 2005, :26(:2).英文原文Global Corporate Accounting Frauds and Action for ReformsIbrahim BadawiSt. John’s UniversityAbstractThe recent wave of corporate fraudulent financial reporting has prompted global actions for reforms in corporate governance and financial reporting, by governments and accounting and auditing standard-setting bodies in the U.S. and internationally, including the European Commission; the International Federation of Accountants; the Organization for Economic Cooperation and Development; and others, in order to restore investor confidence in financial reporting, the accounting profession and global financial markets.IntroductionDuring the recent series of corporate fraudulent financial reporting incidents in the U.S., similar corporate scandals were disclosed in several other countries. Almost all cases of foreign corporate accounting frauds were committed by entities that conduct their businesses in more than onecountry, and most of these entities are also listed on U.S. stock exchanges. Following the legislative and regulatory reforms of corporate America, resulting from the SarbanesOxley Act of 2002, reforms were also initiated worldwide. The primary purpose of this paper is twofold: (1) to identify the prominent American and foreign companies involved in fraudulent financial reporting and the nature of accounting irregularities they committed; and (2) to highlight the global reaction for corporate reforms which are aimed at restoring investor confidence in financial reporting, the public accounting profession and global capital markets.Cases of Global Corporate Accounting FraudsThe list of corporate financial accounting scandals in the U.S. is extensive, and each one was the result of one or more creative accounting irregularities. Exhibit 1 identifies a sample of U.S. companies that committed such fraud and the nature of their fraudulent financial reporting activities.Who Commits Financial Fraud and HowThere are three groups of business people who commit financial statement frauds. They range from senior management (CEO and CFO); mid- and lower-level management; and organizational criminals [6,16]. CEOs and CFOs commit accounting frauds to conceal true business performance, to preserve personal status and control and to maintain personal income and wealth. Mid- and lower-level employees falsifyfinancial statements related to their area of responsibility (subsidiary, division or other unit) to conceal poor performance and/or to earn performance-based bonuses. Organizational criminals falsify financial statements to obtain loans or to inflate a stock they plan to sell in a “pump-and-dump” scheme. Methods o f financial statement schemes range from fictitious or fabricated revenues; altering the times at which revenues are recognized; improper asset valuations and reporting; concealing liabilities and expenses; and improper financial statement disclosures.Global Regulatory Action for Corporate and Accounting ReformsIn response to corporate and accounting scandals, the effects of which are still being felt throughout the U.S. economy, and in order to protect public interest and to restore investor confidence in the capital market, U.S. lawmakers, in a compromise by the House and Senate, passed the Sarbanes-Oxley Act of 2002. President Bush signed this Act into law (Public Law 107-204) on July 30, 2002. The Act resulted in major changes to compliance practices of large U.S. and non-U.S. companies whose securities are listed or traded on U.S. stock exchanges, requiring executives, boards of directors and external auditors to undertake measures to implement greater accountability, responsibility and transparency of financial reporting. The statutes of the Act, and the new SEC initiatives that followed [1,4,8,12,15], are considered the mostsignificant legislation and regulations affecting the corporate community and the accounting profession since 1933. Other U.S. regulatory bodies such as NYSE, NASDAQ and the State Societies of CPAs have also passed new regulations which place additional burdens on publicly traded companies and their external auditors.The Sarbanes-Oxley Act (SOA) is expressly applicable to any non-U.S. company registered on U.S. exchanges under either the Securities Act of 1933 or the Security Exchange Act of 1934, regardless of country of incorporation or corporate domicile. Furthermore, external auditors of such registrants, regardless of their nationality or place of business, are subject to the oversight of the Public Company Accounting Oversight Board (PCAOB) and to the statutory requirements of the SOA.The United States’ SOA has reverberated around the globe through the corporate and accounting reforms addressed by the International Federation of Accountants (IFAC); the Organization for Economic Cooperation and Development (OECD); the European Commission (UC); and authoritative bodies within individual European countries.International Federation of Accountants (IFAC)The IFAC is a private governance organization whose members are the national professional associations of accountants. It formally describes itself as the global representative of the accounting profession, with the objective of serving the public interest, strengthening theworldwide accountancy profession and contributing to the development of strong international economies by establishing and promoting adherence to high quality standards [9]. The Federation represents accountancy groups worldwide and has served as a reminder that restoring public confidence in financial reporting and the accounting profession should be considered a global mission. It is also considered a key player in the global auditing arena which, among other things, constructs international standards on auditing and has laid down an international ethical code for professional accountants [14]. The IFAC has recently secured a degree of support for its endeavors from some of the world’s most influential interna tional organizations in economic and financial spheres, including global Financial Stability Forum (FSF), the International Organization of Securities Commissions (IOSCO), the World Bank and, most significantly, the EC. In October 2002, IFAC commissioned a Task Force on Rebuilding Public Confidence in Financial Reporting to use a global perspective to consider how to restore the credibility of financial reporting and corporate disclosure. Its report, “Rebuilding Public Confidence in Financial Reporting: An International Perspective,” includes recommendations for strengthening corporate governance, and raising the regulating standards of issuers. Among its conclusions and recommendations related to audit committees are:1. All public interest entities should have an independent auditcommittee or similar body.2. The audit committee should regularly report to the board and should address concerns about financial information, internal controls or the audit.3. The audit committee must meet regularly and have sufficient time to perform its role effectively.4. Audit committees should have core responsibilities, including monitoring and reviewing the integrity of financial reporting, financial controls, the internal audit function, as well as for recommending, working with and monitoring the external auditors.5. Audit committee members should be financially literate and a majority should have “substantial financial experience.” They should receive further training as necessary on their responsibilities and on the company.6. Audit committees should have regular private “executive sessions” with the outside auditors and the head of the internal audit department. These executive sessions should not include members of management. There should be similar meetings with the chief financial officer and other key financial executives, but without other members of management.7. Audit committee members should be independent of management.8. There should be a principles-based approach to definingindependence on an international level. Companies should disclose committee members’ credentials, remuneration and shareholdings.9. Reinforcing the role of the audit committee should improve the relationship between the auditor and the company. The audit committee should recommend the hiring and firing of auditors and approve their fees, as well as review the audit plan. 10. The IFAC Code of Ethics should be the foundation for individual national independence rules. It should be relied on in making decisions on whether auditors should provide non-audit services. Non-audit services performed by the auditor should be approved by the audit committee.11. All fees, for audit and non-audit services, should be disclosed to shareholders.12. Key audit team members, including the engagement and independent review partners, should serve no longer than seven years on the audit.13. Two years should pass before a key audit team member can takea position at the company as a director or any other important management positionOrganization for Economic Cooperation and Development (OECD) The Organization for Economic Cooperation and Development (OECD) is a quasi-think tank made up of 30 member countries, includingthe United States and United Kingdom, and it has working relationships with more than 70 other countries. In 2004, the OECD unveiled the updated revision of its “Principles of Corporate Governance” that had originally been adopted by its member governments (including the U.S. and UK) in 1999. Although they are nonbinding, the principles provide a reference for national legislation and regulation, as well as guidance for stock exchanges, investors, corporations and other parties [11,13]. The principles have long become an international benchmark for policy makers, investors, corporations and other stakeholders worldwide. They have advanced the corporate governance agenda and provided specific guidance for legislative and regulatory initiatives in both the OECD and non-OECD countries.The 2004 updated version of “Principles of Corporate Governance” includes recommendations on accounting and auditing standards, the independence of board members and the need for boards to act in the interest of the company and the shareholders. The updated version also sets more demanding standards in a number of areas that impact corporate executive compensation and finance, such as:1. Granting investors the right to nominate company directors, as well as a more forceful role in electing them.2. Providing shareholders with a voice in the compensation policy for board members and executives, and giving these stockholders theability to submit questions to auditors.3. Mandating that institutional investors disclose their overall voting policies and how they manage material conflicts of interest that may affect the way the investors exercise key ownership functions, such as voting4. Identifying the need for effective protection of creditor rights and an efficient system for dealing with corporate insolvency.5. Directing rating agencies, brokers and other providers of information that could influence investor decisions to disclose conflicts of interest, and how those conflicts are being managed.6. Mandating board members to be more rigorous in disclosing related party transactions, and protecting soca lled “whistle blowers” by providing the employees with confidential access to a board-level contact.U.S.-EU Cooperation for Corporate Reforms Initially, the European Union resented applicability of U.S. Sarbanes-Oxley Act reforms to European companies and accounting firms operating in the U.S. However, after a series of negotiations, the U.S. and EU authorities have agreed to cooperate and decided to develop a compatible set of regulations. The regulatory bodies on both continents have undertaken a two-way cooperative approach based on effective equivalence of regulation and oversight authorities. Furthermore, member states of the European Union have proposed a code of conduct on the independent auditors whichincludes a five-year auditor rotation requirement. Furthermore, the national governments of the individual European countries have proposed reforms of their corporate laws. For example, in July 2002, the British government released a white paper proposing changes to the Company Law, which included harsher penalties for misleading auditors; redefining the roles of the directors; and creating standards for boards in accounting supervision and other disclosure issues. The British government is also reviewing the roles of non-executive directors and is considering the regulation of audit committees.中文译文全球企业会计欺诈与改革行动易卜拉欣·巴达维圣约翰大学摘要最近一波企业欺诈性财务报告激发了全球公司治理和财务报告改革，政府和会计和审计机构在美国和国际上的标准制定机构，包括欧盟委员会，国际会计师联合会;经济合作与发展组织;以恢复投资者对财务报告，会计行业和全球金融市场的信心。

用英语介绍公益组织的作文Public service organizations play a vital role in addressing the needs of communities and individuals who may not have access to essential resources or support. These organizations often fill important gaps in social services, healthcare, education, and other critical areas, providing assistance and empowerment to those who need it most. One such organization that has made a significant impact is Habitat for Humanity, a global nonprofit dedicated to building and improving homes for families in need.Habitat for Humanity was founded in 1976 by Millard and Linda Fuller in Americus, Georgia. The organization's mission is to "build strength, stability, and self-reliance through shelter." Habitat for Humanity operates on the principle of "a hand up, not a handout," empowering families to become homeowners through a unique model that combines affordable mortgages, volunteer labor, and financial education.At the heart of Habitat for Humanity's work is the belief that everyone deserves a decent, affordable place to live. Theorganization partners with low-income families who are willing to contribute "sweat equity" by helping to build their own homes or the homes of others in their community. These families then purchase their homes with no-profit, zero-interest mortgages, which they pay back over time. This approach not only provides families with a stable living situation but also helps to build a sense of pride, responsibility, and community.One of the key aspects of Habitat for Humanity's work is its focus on sustainable and energy-efficient home construction. The organization has developed a range of building techniques and materials that prioritize environmental sustainability and long-term resilience. This includes the use of renewable resources, energy-efficient appliances, and innovative design elements that reduce the homes' carbon footprint and utility costs for the homeowners.In addition to its home-building efforts, Habitat for Humanity also provides a range of other services and programs to support families and communities. This includes financial education and counseling, home repair and renovation assistance, and community development initiatives. The organization also works to advocate for affordable housing policies and to raise awareness about the importance of safe, decent, and affordable housing for all.One of the most impressive aspects of Habitat for Humanity's work isthe scale and reach of its operations. The organization has a presence in all 50 U.S. states and in more than 70 countries around the world. Since its founding, Habitat for Humanity has helped more than 39 million people improve their living conditions, with more than 6 million families served through new home construction, rehabilitation, and repairs.The impact of Habitat for Humanity's work can be seen in the lives of the families it has served. For many, the opportunity to become a homeowner represents a transformative moment, providing stability, security, and a foundation for long-term success. Homeownership has been shown to have a range of positive outcomes, including improved health, educational attainment, and financial stability.Beyond the direct impact on individual families, Habitat for Humanity's work also has broader societal benefits. By providing affordable housing and promoting community development, the organization helps to address issues such as homelessness, poverty, and inequality. Additionally, the organization's focus on sustainable construction and environmental stewardship contributes to the overall health and resilience of communities.One of the unique aspects of Habitat for Humanity is its reliance on volunteer labor. The organization mobilizes millions of volunteers each year, who contribute their time and skills to building andrepairing homes. This volunteer-driven model not only helps to keep costs down but also fosters a sense of community and shared purpose among the volunteers and the families they serve.The success of Habitat for Humanity's model has inspired the creation of similar organizations around the world, each with their own unique approach to addressing local housing and community needs. These organizations have collectively had a significant impact on improving the lives of millions of people globally.Despite the impressive scale and impact of Habitat for Humanity's work, the organization faces a number of ongoing challenges and limitations. One of the primary challenges is the sheer scale of the housing affordability crisis, which continues to grow in many parts of the world. While Habitat for Humanity has made significant strides, the demand for affordable housing far outpaces the organization's current capacity.Additionally, Habitat for Humanity, like many other public service organizations, faces ongoing funding and resource constraints. The organization relies heavily on donations, grants, and partnerships to support its work, and must constantly seek new sources of funding to sustain and expand its operations.Despite these challenges, Habitat for Humanity remains a powerfuland inspiring example of the positive impact that public service organizations can have on communities and individuals in need. Through its commitment to empowering families, promoting sustainable construction, and fostering a sense of community, the organization continues to make a lasting difference in the lives of millions of people around the world.。

Hilton WorldwideRevenue Management Standards – The Americas Updated: 2009Table of ContentsFinancial Review (7)Actual Monthly Performance (7)Systems Balancing (7)Weekly Forecast (8)Group Forecast Development Standards (8)Transient Forecast Development Standards (8)Exporting the Forecast (9)Forecast Accuracy (9)Market Conditions / Competition Analysis (10)Determining Competitive Set for STAR Reports (10)Value Assessments (10)Strengths, Weaknesses, Opportunities, Threats Analysis (SWOT) (10)Competitive Factors/ Assessment (11)Competitive Shopping Tools (11)Competitive Pressure Calendar (11)Pricing Strategy (12)Best Available Rates (BAR) (12)Seasonality (12)Length of Stay Controls (12)Price Resistance - Denials (13): Best Rate Strategy (13)SRP Placement (14)Best Rate Guarantee (14)Packages and Promotions – Administration/ Analysis (15)Premium Room Type Strategy (16)Distressed and Holiday Strategy (16)Inventory Management - (18)SRP Build and Auditing procedures (18)SRP Build- Cut-off Date Procedures (18)SRP Build- Room Types (19)SRP Build- SRP Types (19)Room Type Consistent Availability (19)53rd Week Controls (20)Overbooking (20)Hhonors- Inventory Management and reimbursement procedures (20)Rate Override (20)Validating Qualified Rates (20)Night Audit Activity -Market Category Audit (21)Kiosk Configuration (21)Revenue Management Business Practices (22)Revenue Management Meeting (22)Toolkit use (22)Toolkit Use- Minimum Tool Usage (22)Checklists (23)Document Retention (23)Report Usage- Systems (23)Booking Pace (23)OnQ RM Usage- (23)Revenue Management Support (24)Negotiated Account Review (24)Loaded and Bookable in the GDS and CRS (24)Account Evaluation Standards for renewal of existing accounts (24)Hotelligence- (24)Group Revenue Management (26)RM Training for Sales Managers (26)Communication with the Sales Department (26)Inventory Management- SRP Setup (28)Inventory Management Audit Systems Delphi vs. CRS (28)Group Complimentary and Staff Rooms (29)Inventory Management- Group Block (30)Cut-off dates procedures (30)Group Pick-up Meeting (31)eEvents (32)Group Rates/Selective Sell Guideline Rates (SSG)- (33)Transient Protected- (34)Displacement Analysis- Group MCATs (34)Displacement Analysis – Permanent, Contract or Extended Stay (35)Distribution-Channel Management (36)Voice Reservations - Selling Protocol- (36)Voice Reservations-Booking Messages (36)Voice Reservations - Shop Calls (37)Voice Reservations-Training and Communication with HRCC (37)Voice Reservations-Call Volume Statistics and Conversion Reports (38)City/Convention Visitors Bureau Web Sites (CVB) (38)PiM –Property Information Manager (39)Internet- Brand Web Sites (39)Internet – Approved Web Sites (39)Internet- 3rd Party Merchant Sales (40)Internet - Tracking Standards (40)Internet- Hotwire (41)Internet- Priceline (41)Internet - Online Channel Analysis & SRP Standards/ Settings Audits (41)TRAIL (42)Staffing Guidelines- (42)Staffing Guidelines Continued (43)Succession Planning (43)Microsoft Office Products (43)OnQ RM (Revenue Management System) (43)Delphi - DMPE (44)OnQ FM -DRM (44)OnQ FM- Other RM personnel (44)Key Hotel Marketing Reports (44)RMU (44)Using the Revenue Management Standards TemplateThis template is a document Revenue Management personnel and various members of the hotel team can use to understand what the required business practice is for all Revenue Management functions. Listed below are the subject headers and definitions contained within the standards template. Any items that may not be familiar to you can be found by selecting the Revenue Management glossary by.CategoryA ll standards are grouped together into 9 sections. The sections are as follows:1. Distribution Channel Management2. Financial Review3. Forecast Process4. Group Revenue Management5. Inventory Management6. Market Conditions / Competitive Analysis7. Negotiated Account Review8. Pricing Strategy9. Revenue Management Business Practices10. Training & DevelopmentTopicEach category will contain topics for review. In all there are over 100 topics for your review.Revenue Management StandardThe standard is the required business practice for each topic as well as the party responsible for its execution.FrequencyEach Revenue management standard will have an associated timeline for completion. Some are weekly others monthly and still others (such as training) as needed.Instructions, Reports and Tools to useThis last column provides links to tools and reports in efforts to assist RM personnel and other hotel team members in standard implementation efforts. Attention: for all links defined in this document to access the web pages you must have your Internet Explorer Browser open prior to clicking on the links.CategoryTopic Revenue Management Standard Frequency Instructions, Reports and Tools to useFinancial Review ActualMonthlyPerformanceDRM to analyze actual room night, rate, revenue and key indicatorperformance by market category compared to last year, the Budget,and the Monthly Forecast. Prepare Executive Summary critiquingforecast variances and forecast accuracy if accuracy is in the redzone. This analysis should also include STAR performance anddescribe reasons for past performance and address strategies forincreasing RevPAR Index.Monthly Reports to facilitate this analysis include: the OnQ FMActuals and OnQ FM Mix of Sales Reports as compared tothe Monthly, Budget and Last Year Performance orequivalent systems where ONQ FM is not offered. MonthlySTAR report, Hotelligence Report, market demandinformation; Key Hotel Marketing Reports, Sales ProgressSummary Report, Group Plug and group booking paceinformation from Delphi.Financial Review SystemsBalancingBy the 10th of each month the following should occur:1)Balancing Delphi actuals to OnQ FM actuals - monthlyevaluation to ensure these two systems match. If they do not,the hotel has not successfully linked all groups in OnQ FM.2)DRM to ensure the Front Office balances the month to theGeneral Ledger and then the DRM to close OnQ FM.As indicated inStandardOnQ FM balancing information can be found by selecting thefollowing link:OnQ Insider >Departments >RevenueManagement >Systems. Once on the Systems page, selectthe OnQ FM User Guide under OnQ FM- Rooms. Balancingprocedures located on page 25.Category Topic Revenue Management Standard Frequency Instructions, Reports and Tools to useForecast Process Weekly ForecastThe DRM should complete an operational forecastweekly and provide to operational departments.This forecast should include month-endprojections.Weekly Reports to use are the transient booking pace reportsprepared weekly by the DRM/Revenue Analyst, competitorshop reports, Group Rooms Control Log (GRC), SRP trendreports found in OnQ FM or equivalent system where OnQFM is not offered.The 14-Day Weekly Forecast and the Transient BookingPace tools are found in Revenue Management Toolkit byfollowing the path below.OnQ Insider >Departments >Revenue Management >ToolkitForecast Process Group ForecastDevelopmentStandardsGroup Forecast - DOSM is responsible for theproduction of the Group Forecast day by day inOnQ FM and be able to provide supportingdocumentation. This includes reviewing the GroupDemand Report inside OnQ FM as well as theSales Progress Summary Report and completingthe Group Forecast Analysis Tool.Ensure thatOnQ FM and Delphi group forecasts for definitegroup bookings match. DRM is responsible forvalidation of the group forecast.Monthly Reports to use are: Post Event Reports, Group Pick-upManager or pace equivalent by group, historical plug trendanalysis, Sales Progress Report and OnQ FM DemandReports. Group shop calls and Lost Business Reportslocated in Delphi or kept manually for non-Delphi hotels canalso be reviewed.The Group Pick Up Manager Tool can be found in theRevenue Management Toolkit by following the path below.OnQ Insider >Departments >Revenue Management >Groupand Catering.Forecast Process TransientForecastDevelopmentStandardsTransient Forecast - DRM is responsible for theproduction of the transient forecast at the SRPlevel ** in OnQ FM, day by day by market category,including other and non-revenue market categoriesand provide supporting documentation. DRM tocoordinate the total hotel rooms forecast once allchanges have been communicated.** When MCAT room nights represent 5% or moreof overall transient business, SRPs that represent20% or more within that MCAT must be forecasted.Monthly Reports to use to assist in forecasting are: OnQ RM DailyDetail Merge Tool, Transient Booking Pace Report, OnQ RM-SRP evaluations, SRP Category Reports and the MonthlyForecast Comparison Report, competitive shop information,historical actuals, compression calendar, economic trendpredictions, demand analysis reports found in OnQ RM orOnQ FM, future denials and OnQ FM reports.The Transient Booking Pace and Daily Detail Merge tools arelocated in the Revenue Management Toolkit by following thepath below.OnQ Insider >Departments >Revenue Management >ToolkitCategory Topic Revenue Management Standard Frequency Instructions, Reports and Tools to useForecast Process Exporting theForecastOnce a monthly and rolling forecast have beenpublished in OnQ FM, the forecast should beexported to OnQ RM and HLBFS. If for any reasonthe forecast is changed in HLBFS (which shouldnever happen), OnQ FM must be updated so bothsystems match.Weekly/Monthly Instructions on how to export forecasts to these systems canbe found in the OnQ FM Users Guide by following the pathbelow.OnQ Insider >Departments >RevenueManagement >Systems. Once on the Systems page, selectthe OnQ FM User Guide under OnQ FM- Rooms. Then,select On FM Administration and exporting procedureslocated on page 1.Forecast Process ForecastAccuracyThe total hotel room revenue forecast should bewithin 3% accurate. Green zone = within 3%;Yellow zone = within 5% and Red Zone= more than5%.Absolute variance of actual revenue forecast vs.rolling forecast revenue taken from HLBFS andPeoplesoft from the prior month.Monthly Reports to assist in accurate forecasting include:Transient Booking Pace Reports, OnQ RM- SRP evaluations,competitive shop information, historical actuals, group plugreports, compression calendar, economic trend predictions,demand analysis reports found in OnQ RM or OnQ FM,future denials and OnQ FM reports where available.Category Topic Revenue Management Standard Frequency Instructions, Reports and Tools to useMarket Conditions / Competition Analysis DeterminingCompetitive Setfor STAR ReportsCompetitive set should be the 5-8 hotels which thecustomer would choose if our hotel were notavailable. Hotels are determined and comp set’schanged based on Market segmentation, SWOTanalysis, Value Assessment, proximity to thecustomers desired location/area attractions/airport,customer surveys and Competitive Set ValidationTool. Customer Survey samples should total atleast 100 to be statistically significant. HiltonFamily of Brands cannot represent more than 40%of total rooms in the competitive set (no more than3 hotels in the family, excluding your hotel). DRM isresponsible for facilitating this process with a cross-functional team and report findings to RMcommittee, RDRM, RDSM and AVP, especiallywhen the findings show a sister hotel in the familyof brands should be included in the competitive set.Annual or inconjunction withSupply Change(Qualitative orQuantitative)Reports to use: Infrastructure Competitive Analysis-Supplyscreen from InFocus, Value Assessments, shop callreports, all monthly and weekly available STAR reports,competition collateral, trend publications indicating newconstruction or changes, and the Competitive SetValidation Tool and SWOT Analysis found in the RevenueManagement Toolkit by following the path below.OnQ Insider >Departments >RevenueManagement >ToolkitMarket Conditions / Competition Analysis ValueAssessmentsA detailed Value Assessment by market segmentvs. competitors in each segment, (regardless ifthey are on the hotels STAR Report), is critical forunderstanding and identifying what attributescontribute to hotel’s success and what areas needto be a focus to improve RevPAR performance. Anannual physical inspection of the competitorsshould take place and DRM is responsible forfacilitating this process with the DOSM and across- functional team and report findings to RMcommittee, RDRM and RDSM. Upon completion,have Sales Dept add to InFocus.Pricing should beevaluated once peryear or inconjunction withsupply change orsignificant pricingchanges in themarket.Reports to use: Shop call reports, competition collateral,Group Lost Business Reports, customer surveyinformation, and the SWOT analysis.The Value Assessment Tool is located in the RevenueManagement Toolkit by selecting the following path.OnQ Insider >Departments >RevenueManagement >ToolkitMarket Conditions / Competition Analysis Strengths,Weaknesses,Opportunities,Threats Analysis(SWOT)Upon completion of the Value Assessment, adetailed SWOT analysis should be completed withsame cross functional team that completes theValue Assessment. This analysis is critical tounderstanding, improving,and l everaging yourcompetitive advantages and minimizing yourdisadvantages within your market.Upon completionof the ValueAssessmentReports to use: Value Assessment, shop call reports, allmonthly and weekly available STAR reports, competitioncollateral, CVB information, Group Lost Business Reports,customer survey information, and trend publicationsindicating new construction or changes.The SWOT and Value Assessment Tool can be found inthe Revenue Management Toolkit by following the pathbelow.OnQ Insider >Departments >RevenueManagement >ToolkitCategory Topic Revenue Management Standard Frequency Instructions, Reports and Tools to useMarket Conditions/ Competition Analysis CompetitiveFactors/AssessmentUnderstand the competitive set in terms offacilities, pricing, appearance on hotels site andrecommend changes for your hotel based on thisinformation.Seasonally andannually at aminimum.The Competitive Assessment/Factors Form can be foundby following the path below:OnQ Insider >Departments >RevenueManagement >Library. Double click on Library >Doubleclick on RM Resource Center >Transient Pricing.Market Conditions / Competition Analysis CompetitiveShopping ToolsHotels will subscribe to Market Vision Shop CallReports as these reports are integrated with OnQRM. Hotel to also receive training in how to usethe on-line shopping tool to query reports outsidethe reports that are emailed weekly.Review shops dailywithin the bookingwindow.Weekly- for highdemand dates anddistressed datesfor 365 days.Information regarding how to subscribe to Market VisionReports, how to request/change reports and to receivetraining for the on-line tool, can be found by following thepath below:OnQ Insider >Departments >RevenueManagement >Library. Double click on Library >Doubleclick on RM Resource Center >Transient Pricing. Go toMarket Vision Announcement and Release Notes.For information on how to set up and view shop call andexception reports in OnQ RM, follow the path below.OnQ Insider >Departments >RevenueManagement >Systems. Once on the Systems page,select the OnQ RM User Guide under OnQ RevenueManagement. Then select On RM Maintenance and go topage 5.Market Conditions / Competition Analysis CompetitivePressureCalendarEvery DRM should have a document outliningdemand drivers and daily competitive pressure fora minimum of 1 year from arrival. This shouldinclude groups at the competitive set hotels thatcould increase demand for your hotel. Forconvention hotels, this should be created for aminimum of 3 years from arrival. Placing holidays,special events and noteworthy groups in OnQ FMis optional.Completedmonthly for aminimum of a yearor as long as thehotels longestgroup bookingwindow.Reports to understand demand are: OnQ RM Reports,CVB Information, Lost Business Reports, GRC (GroupRooms Control) Log from Delphi, historical actuals fromOnQ FM and the OnQ FM Daily Transient DemandAnalysis report.Instructions on how to place events in OnQ FM can befound in the OnQ FM Users Guide by following the pathbelow.OnQ Insider >Departments >RevenueManagement >Systems. Once on the Systems page go tothe OnQ FM User Guide inside OnQ FM- Rooms. Thenselect “How Does OnQ FM work” and go to page 18.Adding Special Events in OnQ RM can be foundOnQ Insider >Departments >RevenueManagement >Systems. Once on the Systems page,select the OnQ RM User Guide under OnQ RevenueManagement. Then select On RM Maintenance and go topage 14.Category Topic Revenue Management Standard Frequency Instructions, Reports and Tools to usePricing Strategy Best AvailableRates (BAR)Nine BAR Rate Levels will exist for each season.Rate Level 0 will be the highest possible price pointand RL8 the lowest. Price points will be indicativeof rates the customers are willing to pay based onthe competitive environment. Most of the bookingswill normally occur in Rate Levels 3-5.The Best Available Rate found on each hotelsbrand website is controlled by the SRPs (DJ/DJ1)and is equal to BAR. No lower unqualified ratesshould be offered to customers. All hotels MUSThave this SRP available (DJ/DJ1 SRPs) in order tohave BAR rates available for sale on .Annually and moreoften as dictatedby yourperformancemeasurementsReports to use to validate rate strategies and view dailyrates are: OnQ RM Daily Detail Merge Tool, Market Visionshop call reports, OnQ RM recommendation screen whereall rates from Market Vision appear, transient bookingpace reports, transient demand, GRC log, competitivepressure calendar, Value Assessment and Key HotelMarketing Reports.To understand more about Hilton’s Pricing Principles andPractices can be found by following the path below:OnQ Insider >Departments >RevenueManagement >Library. Double click on Library > RMResource Center > go to Hilton Full Service PricingStrategy.Pricing Strategy SeasonalityHotels will determine their need for multipleseasons by evaluating hotel monthly and marketRevPAR. If there is a sustained RevPARdifferential (driven by occupancy or ADR) or specialevent, then multiple seasons should beestablished.Annually andadjusted moreoften as neededReports used to validate seasonality are: STAR Reports(Trend), ResMAX information, historic demand informationfrom OnQ FM, OnQ RM reports, market history andhistorical shop call information.Pricing Strategy Length of StayControlsAll hotels should utilize full pattern length of staypricing (Min/Max controls for DT Hotels)consistently in conjunction with 9 BAR to targetdifferent market segments by selling multiple rateson a single arrival date based on a guest’s lengthof stay.Daily review withinthe transientbooking windowand for periods ofhigh demand.Weekly for entire365 day windowCompetitive set shop calls should be reviewed by arrivaldate and length of stay as well as understanding marketdemand and the hotels own internal compression prior tosetting LOS controls.The BAR Pricing Length of Stay Worksheet can assist RMpersonnel in learning to use LOS controls and can befound in the Revenue Management Toolkit by following thepath below.OnQ Insider >Departments >RevenueManagement >ToolkitInformation on how to set Length of Stay Controls in OnQRM can be found in the OnQ RM User Guide by followingthe path below.OnQ Insider >Departments >RevenueManagement >Systems. Once on the Systems page,select the OnQ RM User Guide under OnQ RevenueManagement. Then select On RM Recommendations andgo to page 25.Category Topic Revenue Management Standard Frequency Instructions, Reports and Tools to usePricing Strategy Price Resistance -DenialsDRM must review the 6-week rolling average asindicated in Booking Pace Tool or ensure theyhave this data if using another tool. DRM shouldanalyze current 7-Day variance of transient roomssold compared to rate denials for 120 future daysand compare to 6-week rolling average by DOW. Ifweek over week trends indicate higher / lower priceresistance for a day of week in question, the DRMmust investigate underlying reasons . marketdemand, multi-hotel groups, competitor rates) andmake any necessary changes to maximizerevenues, including pricing changes if appropriate.Daily for bookingwindow andweekly for 365 daywindowReports to use: OnQ RM Daily Detail Merge Tool, OnQRM Alternate Daily Detail Report, OnQ RM CompetitiveException Reports, transient booking pace analysis, OnQFM Daily Transient Demand Analysis, and OnQ FM End ofMonth-Demand analysis.For further detail on using competitive exception reports,follow the path below.OnQ Insider >Departments >RevenueManagement >Systems. Once on the Systems page,select the OnQ RM User Guide under OnQ RevenueManagement. Then select On RM Recommendations andgo to page 5.The booking pace analysis and Daily Detail Merge toolsare found in the Revenue Management Toolkit by followingthe path below.OnQ Insider >Departments >RevenueManagement >ToolkitPricing Strategy : Best RateStrategyThe Best Available Rate found on each hotelsbrand website is controlled by the SRPs (DJ/DJ1)and is equal to BAR. No lower unqualified ratesshould be offered to customers. All hotels MUSThave this SRP available (DJ/DJ1 SRPs) in order tohave BAR rates available for sale on .Ongoing Reports to understand bookings are: OnQ RM SRPevaluations/SRP Category Reports, OnQ FM actuals,Market Vision shop call reports, Competitor brand sites, 3rdParty web sites, Mix of Sales through eMix On-lineChannel Analysis Tool, Booking Pattern Reports found inKey Hotel Marketing Reports.The eMix On-line Channel Tool is found in the RevenueManagement Toolkit by following the path below.OnQ Insider >Departments >RevenueManagement >ToolkitCategory Topic Revenue Management Standard Frequency Instructions, Reports and Tools to usePricing Strategy SRP PlacementSRP’s can be placed in levels that have logicalprice points with respect to the best available ratein each rate level. For example: if the BAR in RateLevel 4 is $150 and the BAR for Rate Level 5 is$125, a non-LRA negotiated account priced at$140 would be placed in Rate Level 4. However,you must consider your selling strategy withrespect to the SRPs and rates in each rate levelalong with the hotel's projected occupancy levelwhen assigning quali fied SRP’s to rate levels. Oneoption for Hilton Hotels is to use the SRP exceptionfield, which allows the SRP to stay in the rate levelthat corresponds to the Best Available Rate butfollow RL0 restrictions.Quarterly, whenBAR price pointschange and whenany SRP ratechangesReports to use: SRP Mapping screen/report in OnQ RMfor select dates; SRP evaluation/SRP Category Reportsfor Rate Levels 0-8 and all SRPs, SRP Quick List listing allrate level assignments which can be requested byemailing. For further detail on this topic, follow the pathbelow.OnQ Insider >Departments >RevenueManagement >Systems. Once on the Systems page,select the OnQ RM User Guide under OnQ RevenueManagement. Then select On RM Menu/Screens and goto page 3.Explanation of OnQ RM rate functionality can be found byfollowing the path below.OnQ Insider >Departments >RevenueManagement >Systems. Once on the Systems page,select the OnQ RM User Guide under OnQ RevenueManagement. Then select On RM Menu/Screens and goto page 5.Pricing StrategyBest Rate At no time will hotels allow rates to be sold throughany non-Hilton website or any other channelOngoing Parity with can be validated by reviewing the OnQ RMMarket Vision Shops, OnQ RM Competitive ExceptionGuarantee (including 3rd Party resellers/wholesalers, MerchantModel Websites, GDS) that are lower than thosedispl ayed in the brand’s reservation system andhotel site. This is to ensure that the consumer canalways find the lowest online rate through thebrand web sites, and to drive that online customerto our web site rather than those 3rd partychannels to which we provide wholesale rates andavailability. Reports.The Internet Pricing Tool located on the Revenue Management Toolkit can also assist DRMs when managing channels on 3rd party sites when an extranet is involved.OnQ Insider >Departments >Revenue Management >ToolkitCategory Topic Revenue Management Standard Frequency Instructions, Reports and Tools to usePricing Strategy Packages andPromotions –Administration/AnalysisAll promotions and packages must adhere to HiltonHotels Corporation Core Pricing Strategy and usethe approved SRP codes. "Rate only non-fenced"packages/promotions are not acceptable. Allpackages/ promotions must have an appropriatefence or feature. The definition of a properlyfenced qualified package or promotion is a bookingvehicle designed to generate incremental revenuewithout creating net trade down or displacement ofthe existing customer base. Hotels must completethe web based Package/Promotion form. Once thepackage/promotion has been approved by theRDRM, they will send to GDM for loading in theapplicable booking channels. All new Transientpackage rates need to be built as limit room typeand total for the Hilton brand. Must conduct pre-promotion breakeven analysis and post profitanalysis to justify/analyze cost of any promotions.Ensure the package rates reflect a roomdistribution equal to BAR.As SRP's are builtin the CRSThe Package/Promotion Form is located on the GDMwebsite and found by following the links below.OnQ Insider >Departments >Global Distribution Services.Double click on Global Distribution Services >GlobalDistribution Management > Under the options list selectGDM Forms >select your hotel brand and go to thePackage/Promo form..。

Barclays investors force tough bonus rulesShareholders in Barclays have forced the British bank to accept tougher bonus conditions andpromise higher dividends, highlighting how the balance of power between investors and managers is shifting at some of the biggest global banks.巴克莱(Barclays)股东已迫使这家英国银行接受更严格的奖金条件并承诺支付更高股息，这突显出一些全球最大银行的投资者和管理者之间的实力平衡正发生转移。

The investor victory follows a shock vote in the US on Tuesday when 55 per cent of shareholders in Citigroup refused to back the $15m remuneration package for Vikram Pandit, chief executive.在巴克莱股东获胜之前，美国曾在周二出现令人震惊的投票：花旗集团(Citigroup)55%的股东拒绝支持向首席执行官潘伟迪(Vikram Pandit)支付1500万美元薪酬的方案。

After a series of bruising meetings with Barclays’ biggest shareholders over the past few weeks, Bob Diamond, chief executive, volunteered yesterday在过去几周与最大股东召开一系列令人不快的会议后，巴克莱首席执行官鲍勃•戴蒙德(Bob Diamond)昨日主动搁置to forgo half his £2.7m bonus for 2011 until Barclays had improvedprofitability. 2011年270万英镑奖金的一半，直到巴克莱的盈利能力获得改善。

梅雷迪思·贝尔宾梅雷迪思·贝尔宾(Meredith R. Belbin):团队角色理论之父[编辑本段]梅雷迪思·贝尔宾简介梅雷迪思·贝尔宾（Meredith R. Belbin）博士，毕业于英国剑桥大学卡莱尔学院，获古希腊罗马文学与心理学学位，随后以论文《年长的产业工人》取得博士学位。

后成为CRANFIELD航天学院的研究员。

在巴黎，他供职于经济合作组织和一些从事制造业的公司。

凭《团队管理：他们为什么成功或失败》和之后的《工作中的角色》两书而被誉为“团队角色理论之父”。

1988年，他创立了贝尔宾协会，致力于组织互联空间，一种以计算机为基础的人力资源管理系统，今天这一系列已被广泛应用。

曾就任剑桥大学产业培训研究组组长、就业发展所主任，剑桥大学管理研究协会资深会员。

在埃克赛特大学担任了三年领导力客座教授后，如今他是布里斯托尔大学工程管理系的校外审查员。

贝尔宾博士以咨询顾问的身份，曾向经合组织（OECD）、美国劳工部、欧共体（欧盟前身）委员会以及多家大型企业与公共机构提供决策咨询。

作为团队角色理论的创始奠基人，他曾访问过欧美诸国，现在是贝尔宾协会全球合伙人之一。

[编辑本段]贝尔宾的主要贡献1967年，在初步具备了理论雏形的基础上，贝尔宾博士开始着手与剑桥大学亨利管理学院（Henley Management College）合作，在面向企业领导层的MBA课程中引入了一种基于计算机的商业游戏。

来自各个不同企业的管理者们被分组成为不同的团队，在开始游戏之前，他们都会接受一系列的心理测试。

心理测试的目标是根据团队角色理论的假设，预测该团队在游戏结束后所能取得的成绩。

在游戏的进程中，各团队的每一个成员都将接受来自专家的观察，专家们的观察既包括团队成员对游戏成绩的贡献类型，也包括他们各自不同类型的贡献程度大小。

经过多次管理游戏的实验数据积累，贝尔宾博士以及他的同事们发现：在游戏中团队成员对所在团队的最终成绩的贡献，基本包括了：协调团队的努力、明确前进方向、开创新思想、开发资源、评估选择、组织工作、细化工作、支持他人以及提供专业服务等方面。