Teaching Life Skills in the Classroom

Teaching Life Skills in the Classroom Life skills  are the skills that children need to be eventually become successful and productive parts of their society. They are the kinds of interpersonal skills that allow them to develop meaningful relationships, as well as more reflective skills that allow them to see their actions and responses critically and become happier adults. For a long time, this kind of skills training was the province of the home or church. But with more and more children - typical as well as special needs learners - showing life skills deficits, its become more and more a part of school curriculum. The goal is for students to achieve transition: going from children in school to young adults in the world. Life Skills Vs. Employment Skills Politicians and administrators often beat the drum for teaching life skills as a pathway to employment. And its true: Learning how to dress for an interview, answer questions appropriately and be part of a team are useful for professional careers. But life skills can be more general - and fundamental - than that.   Heres a list of crucial life skills and suggestions for implementing them in the classroom: Personal Accountability Teach personal responsibility or accountability by setting up a clear framework for students work. They should know to complete learning tasks on time, hand in assigned work and to use a calendar or agenda for school and home assignments and longer-term projects.   Routines In the classroom, routines include class rules such as: follow directions, raise your hand before speaking, remain on task without wandering, work independently, and cooperate by following the rules. Interactions Skills to be addressed through a lesson plan include: listening to others in large and small groups, knowing how to take turns, contributing appropriately, sharing, and being polite and respectful during all group and classroom activities. At Recess Life skills dont stop during lesson time. At recess, crucial skills can be taught, such as sharing equipment and sports items (balls, jump ropes etc.), understanding the importance of teamwork, avoiding arguments, accepting sports rules, and participating responsibly. Respecting Property Students need to be able to care appropriately for both school and personal property. This includes keeping desks tidy; returning materials to their proper storage locations; putting away coats, shoes, hats etc. and keeping all personal items organized and accessible. While all students benefit from life skills curriculums, it is especially helpful for special needs children. Those with severe learning disabilities, autistic tendencies, or developmental disorders only benefit from day-to-day responsibility. They need strategies in place to help them learn the essential life skills. This list will help you set up tracking systems and work with students to enhance those necessary skills. Eventually, self-tracking or monitoring can be achieved. You may want to devise a tracking sheet for specific areas to keep the student focused and on target.

Messerschmitt Me 262 Used by the Luftwaffe

Messerschmitt Me 262 Used by the Luftwaffe Specifications (Me 262 A-1a) General Length: 34 ft. 9 in.Wingspan: 41 ft.Height: 11 ft. 6 in.Wing Area: 234 sq. ft.Empty Weight: 8,400 lbs.Loaded Weight: 15,720 lbs.Crew: 1 Performance Power Plant: 2 x Junkers Jumo 004B-1 turbojets, 8.8 kN (1,980 lbf) eachRange: 652 milesMax Speed: 541 mphCeiling: 37,565 ft. Armament Guns: 4 x 30 mm MK 108 cannonsBombs/Rockets: 2 x 550 lb. bombs (A-2a only), 24 x 2.2 in. R4M rockets Origins Though best remembered as a late-war weapon, the design of the Messerschmitt Me 262 began prior to World War II in April 1939. Spurred by the success of the Heinkel He 178, the worlds first true jet which flew in August 1939, the German leadership pressed for the new technology to be put to military use. Known as Projekt P.1065, work moved forward in response to a request from the Reichsluftfahrtministerium (RLM - Ministry of Aviation) for a jet fighter capable of at least 530 mph with a flight endurance of one hour. Design of the new aircraft was directed by Dr. Waldemar Voigt with oversight from Messerschmitts chief of development, Robert Lusser. In 1939 and 1940, Messerschmitt completed the initial design of the aircraft and began building prototypes to test the airframe. Design Development While the first designs called for the Me 262s engines to be mounted in the wing roots, issues with the power plants development saw them moved to pods on the wings.  Due to this change and the increased weight of the engines, the aircrafts wings were swept back to accommodate the new center of gravity. Overall development was slowed due to continued issues with the jet engines and administrative interference.  The former issue often was a result of the necessary high-temperature resistant alloys being unavailable while the latter saw notable figures such as Reichsmarschall Hermann Gà ¶ring, Major General Adolf Galland, and Willy Messerschmitt all oppose the aircraft at different times for political and economic reasons. Additionally, the aircraft that would become the worlds first operational jet fighter received mixed support as many influential Luftwaffe officers who felt that the approaching conflict could be won by piston-engine aircraft, such as the Messerschmitt Bf 109, a lone. Originally possessing a conventional landing gear design, this was changed to a tricycle arrangement to improve control on the ground. On April 18, 1941, the prototype Me 262 V1 flew for the first time powered by a nose-mounted Junkers Jumo 210 engine turning a propeller. This use of a piston engine was the result of ongoing delays with the aircrafts intended twin BMW 003 turbojets. The Jumo 210 was retained on the prototype as a safety feature following the arrival of the BMW 003s. This proved fortuitous as both turbojets failed during their initial flight, forcing the pilot to land using the piston engine. Testing in this manner continued for over a year and it was not until July 18, 1942, that the Me 262 (Prototype V3) flew as pure jet. Streaking above Leipheim, Messerschmitt test pilot Fritz Wendels Me 262 beat the first Allied jet fighter, the Gloster Meteor, into the skies by about nine months. Though Messerschmitt had succeeded in out-pacing the Allies, its competitors at Heinkel had first flown their own prototype jet fighter, the He 280 the previous year.  Not backed by the Luftwaffe, the He 280 program would be terminated in 1943. As the Me 262 was refined, the BMW 003 engines were abandoned due to poor performance and replaced by the Junkers Jumo 004. Though an improvement, the early jet engines possessed incredibly short operational lives, typically lasting only 12-25 hours. Due to this issue, the early decision to move the engines from the wing roots into pods proved fortuitous. Faster than any Allied fighter, production of the Me 262 became a priority for the Luftwaffe. As a result of Allied bombing, production was distributed to small factories in German territory, with around 1,400 ultimately being bu ilt. Variants Entering service in April 1944, the Me 262 was used in two primary roles. The Me 262 A-1a Schwalbe (Swallow) was developed as a defensive interceptor while the Me 262 A-2a Sturmvogel (Stormbird) was created as a fighter-bomber. The Stormbird variant was designed at Hitlers insistence. While over a thousand Me 262s were produced, only around 200-250 ever made it to frontline squadrons due to shortages in fuel, pilots, and parts. The first unit to deploy the Me 262 was Erprobungskommando 262 in April 1944. Taken over by Major Walter Nowotny in July, it was renamed, Kommando Nowotny. Operational History Developing tactics for the new aircraft, Nowotnys men trained through the summer of 1944 and first saw action in August. His squadron was joined by others, however, only a few of the aircraft were available at any given time. On August 28, the first Me 262 was lost to enemy action when Major Joseph Myers and Second Lieutenant Manford Croy of the 78th Fighter Group shot one down while flying P-47 Thunderbolts. After limited use during the fall, the Luftwaffe created several new Me 262 formations in the early months of 1945. Among those becoming operational was Jagdverband 44 led by the famed Galland. A unit of select Luftwaffe pilots, JV 44 began flying in February 1945. With the activation of additional squadrons, the Luftwaffe was finally able to mount large Me 262 assaults on Allied bomber formations. One effort on March 18 saw 37 Me 262s strike a formation of 1,221 Allied bombers. In the fight, the Me 262s downed twelve bombers in exchange for four jets. While attacks such as this frequently proved successful, the relatively small number of available Me 262s limited their overall effect and the losses they inflicted generally represented a tiny percentage of the attacking force. Me 262 pilots developed several tactics for striking Allied bombers. Among methods preferred by pilots were diving and attacking with the Me 262s four 30mm cannons and approaching from a bombers side and firing R4M rockets at long range. In most cases, the Me 262s high speed made it nearly invulnerable to a bombers guns. To cope with the new German threat, the Allies developed a variety of anti-jet tactics. P-51 Mustang pilots quickly learned that the Me 262 was not as maneuverable as their own planes and found that they could attack the jet as it turned. As a practice, escorting fighters began flying high over the bombers so that they could quickly dive on German jets. Also, as the Me-262 required concrete runways, Allied leaders singled out jet bases for heavy bombing with the goal of destroying the aircraft on the ground and eliminating its infrastructure. The most proven method for dealing with the Me 262 was to attack it as it was taking off or landing. This was largely due to the jets poor performance at low speeds. To counter this, the Luftwaffe constructed large flak batteries along the approaches to their Me 262 bases. By wars end, the Me 262 had accounted for 509 claimed Allied kills against approximately 100 losses. It is also believed that a Me 262 flown by Oberleutnant Fritz Stehle scored the final aerial victory of the war for the Luftwaffe. Postwar With the end of hostilities in May 1945, the Allied powers scrambled to claim the remaining Me 262s. Studying the revolutionary aircraft, elements were subsequently incorporated into future fighters such as the F-86 Sabre and MiG-15. In the years after the war, Me 262s were used in high-speed testing. Though German production of the Me 262 ended with the conclusion of the war, the Czechoslovak government continued building the aircraft as the Avia S-92 and CS-92. These remained in service until 1951. Selected Sources Stormbirds: Me 262Me 262

Paper 2 Essay Example | Topics and Well Written Essays - 750 words - 11

Paper 2 - Essay Example On the other hand, compatibilism or soft determinism does not treat freedom and responsibility in isolation. Our actions are determined by the causes we take, and we could be held morally responsible for them. External events such as culture or genetics come into play, but the choice a person makes determine the actions. Therefore, a person should make choices that are consistent with his or her choices in order to become free. According to Frankfurt we have the inherent ability to use our will that enables us to have certain desires and motives. Having the ultimate will helps us to make choices, and that is where our freedom starts. Our choices are based on preconceived thoughts that differ from one person to another. He proposes the idea of second order of desires in human beings. We do not have the same abilities to pursue freedom with animals because they utilize first order desires where they may choose to engage in an activity or leave it altogether. Our freedom emanates from the reflective self-evaluation sessions inspired by second-order desires. The structure of a person is made by the capability to use of will to do the things he or she wants (Frankfurt 415). We are complete as human beings because if the innate capability to act out of our volitions due to second order desires. Frankfurt explains that there some of us who share the characteristics of first order desires and desires of the second orders. The characteristics render us free though our influence may be restricted to a particular extent. People who assumes or utilizes first and second order desires are called wanton. Wanton entails adults, nonhumans, and young children who do have the volition to do what they want. We get ample chances to act the way we feel without resulting into any form of conflict. We have the ultimate choice of acting rationally and deliberately irrespective of whether we have first or second order desires. However, we tend to ignore our strongest inclinations

Tort Law - differences between the principles of negligence and strict Essay

Tort Law - differences between the principles of negligence and strict liability - Essay Example Although this notion of liability was not quickly recognised, by the early nineteenth century, it came to be recognised that one could claim damages for negligent or wilful conduct of another contrary to law as held in Ansell v Waterhouse 1. Historical development But this was confined to a few well recognised factual situations wherein a duty had been assumed to exist. Complications arose when defendant acted in pursuance of contractual obligation. Hence, by early nineteenth century, a party to a contract could sue another party for breach of tortious duty mandated by law. Thus, it began to be recognised that a stranger to a contract could sue for damages or injury caused due to negligent conduct in the execution of a contract. For example, pedestrian being injured due to negligence of coachman. Duty existing between manufacturers, suppliers and consumers who are bound by a chain of contracts also came to be recognised in due course. Originally plaintiff could only claim under his c ontract and was barred to claim under contract he was not a party to. This meant that each of the party had to protect its own rights through separate warranties under their respective contracts. Early cases have dealt with manufacturers’/suppliers’ liability for defective goods or equipment supplied. It was often questioned whether a plaintiff not being a party to the initial contract of sale or supply could claim the warranty benefit promised by the manufacturer or suppler2. Negligence In Winterbottom v Wright3, question arose whether the plaintiff could claim for injury sustained by him due to the defendant’s negligent driving of the coach the former had hired under a contract with the Post Master General. Three judges gave opinions favouring the defendant holding that there was no privity of contract between the plaintiff and the defendant as otherwise there would be endless stream of claims coming from strangers. It is argued that the stand taken by the thr ee judges is at odds given that a pedestrian could claim from the defendant for any injury sustained by him due to negligent driving of the defendant coachman. Therefore, negligence claims have to satisfy the following the criteria. 1. The defendant must owe a duty of care towards the claimant (plaintiff). 2. That duty has been breached by the defendant. 3. The breach of the defendant has resulted in loss or damage to the claimant. 4. The loss sustained through defendant‘s negligence is not too remote or is within the scope his duty.4 Three-stage test In order to avoid frivolous claims, a three stage test was prescribed by the House of Lords in Caparo v Dickman 5 by effectively recasting the neighbourhood principle originally enunciated by Lord Atkin in Donoghue v Stevenson6, the three stage-test being 1) foreseeability of harm or loss, 2) sufficiency of proximity of relationship between the parties to the dispute, and 3) justness, fairness and reasonableness of imposing duty on the defendant/injurer in all circumstances. Thus, in Caparo, the auditors Dickman were held not liable to the claimant Caparo for their misstatement in the audited accounts of profits as ? 1. 3 m instead of an actual loss of ? 465,000 relating to Fidelity Plc. The House of Lords reasoned that auditors had no

Re-branding and Repositioning of the Republic Bank Group

Re-branding and Repositioning of the Republic Bank Group Practicum:â€Å"The Re-branding and Repositioning of the Republic Bank Group: The Case of Republic Bank DR S.A.† Executive Summary A brand is the sum of the customers experiences with the products or company how the customer thinks and feels about what the business does. The brand is transmitted in every interaction with the customer over the lifetime of the relationship and is therefore built from the customers entire experience with the company, not just through the companys communicated identity. It therefore plays a critical role in building trust and loyalty. According to the 4-D Branding model devised by Thomas Gad (refer Appendix 1) the brand operates at four different levels in the mind of the customer. These four levels include the functional (the perception of benefit of the product or service associated with the brand), the social (the ability to create identification with a group), the spiritual (the perception of global or local responsibility) and the mental (the ability to support the individual mentally). These four dimensions are derived from the customers experiences at the brand touch-points and combine to form the customers overall perception of the brand. The challenges facing brands today however are numerous, and in financial services the challenges are even more acute because of the intangibility of the facilities being provided. In the case of banks that operate in diverse territories, the major challenge lies in the ability to balance global or regional brand integrity with local cultural authenticity. These brands must be viable on a global or regional scale, but remain relevant at the local level. The Republic Bank Group faced this dilemma as it expanded its operations to embrace several Caribbean territories with different cultures, preferences, languages and modes of behaviour. The branding challenge in such an environment can become quite complex, with the level of complexity multiplying across subsidiaries and divisions of the bank, product lines, markets and even advertising agencies. Controlling brand identity in such an environment can be exigent. The case of Banco Mercantil, Republic Banks subsidiary in the Dominican Republic, however posed a different challenge. The viability of that brand was undermined by a combination of internal (mismanagement) and environmental (economic decline and near crash of the financial system) factors that led to the complete erosion of its brand equity in a relatively short space of time. The brand ceased to engender trust and confidence among its customers and while it still existed at the functional level from the point of view of providing banking services, it was devoid of credibility at the social, spiritual and mental levels. Following qualitative research involving a population of 1200 households spanning the banks three major market segments (mass, private and corporate/commercial), the bank faced the decision of rebuilding the existing brand; re-branding with a completely new identity or adopting the identity and brand of the new shareholder. Subsequent to SWOT and force field analyses being conducted, the decision was taken to re-brand Banco Mercantil by adopting the parent or heritage brand i.e. Republic Bank Limited through the introduction of the name Republic Bank DR S.A. and reposition the operations to focus primarily on the private banking and corporate and commercial market niches in the Dominican Republic. The re-branding exercise spanned two geographic locations and several stakeholder groups, from employees to customers and regulators in the Dominican Republic, as well as the shareholder in Trinidad and Tobago. May 5, 2005 was a historic day in Republic Banks history as it signalled the start of a re-branding process that should embrace the entire banking group. Such an exercise is critical at this time, as the Bank continues to broaden its footprint within the Caribbean, prepare itself for increased competition in the markets in which it currently operates, and positions itself to win the minds and hearts of regional customers. Several considerations were apparent in the change of name of the Dominican subsidiary to Republic Bank DR, foremost among them being the cultural implications of adopting the new name and the values that were imbedded in the brand. While the values themselves were not alien to the Dominican society, there were some differences in their interpretation stemming from cultural and social indoctrination. The rigorous systems and procedures for example, which are inherent in the British banking system that Republic Bank inherited from its predecessor Barclays Bank, were not as stringently applied in the Dominican Bank. The non-application was less a display of deviant behaviour and more a response to cultural norms and values consistent with the Latin culture. A thorough understanding and appreciation of the divergence in the cultures of the Caribbean were critical to the formulation and execution of an effective communications programme during the change process from Banco Mercantil to R epublic Bank DR, in order to ensure understanding and acceptance of the change. The primary drivers for change in the case of Banco Mercantil were the absence of equity associated with the proprietary brand, arising from the loss of trust and confidence in the bank, the disillusionment of the banks employees which impacted performance and hence business viability in the short, medium and long term, and the strong desire to turn the banks fortunes around. These driving forces strongly outweighed any restraining forces that might have existed, including the loss of corporate identity and national pride. The force field analysis performed in the course of the study clearly revealed the need for change. The change of name from Banco Mercantil to Republic Bank DR S.A. is historic in the Republic Bank context, as it is the first of Republic Banks acquired subsidiaries to undergo a retirement of its proprietary brand and the adoption of the overarching heritage brand. The Banks customary approach of maintaining the proprietary brands of acquisitions has resulted in the Republic Bank Group carrying a diverse portfolio of corporate brands in the Caribbean, culminating in a somewhat complicated brand landscape, and under-leverage of its heritage brand outside of its principal market, Trinidad and Tobago. The re-branding of Banco Mercantil therefore provides the catalyst for, and the foundation upon which the re-branding of the Republic Bank Group may be undertaken. The major hindrance to the achievement of this objective however is the strength of emotion and national pride that still surround the brands of the acquired subsidiaries in Grenada, Guyana and Barbados in particular. From a Republic Bank Group perspective there are also several important drivers advocating re-branding of the entire banking group. These include the increasing globalisation of business, the imminent introduction of the CSME and eventually the FTAA or other similar trade agreement; the Banks need to broaden its regional footprint to be in a position to take advantage of opportunities that would arise from increased globalisation, and the equity that would be derived from a significantly stronger and more cohesive brand. Whether approached as a big bang or on a phased basis spanning weeks, months or years, a re-branding of the entire banking group would derive significant benefits in the long term from financial, identity, cost and control perspectives. In the final analysis, the eventual success would not only be measured by the presence of physical artifacts such as Republic Bank signage on branches and offices in all of the islands. It would also be measured by the Banks ability to leverage financially from its corporate brand in several areas of business, and to provide a consistently high quality of service in all markets. The long-term objective however would be the achievement of the vision of being the bank of choice for customers, staff and shareholders and in so doing capturing the minds and hearts of the Caribbean people. Declaration Form for the reproduction of the document Given the highly competitive nature of the banking industry in the Caribbean and hence the confidential nature of the information contained in this study, reproduction or sharing of any information contained herein is strictly prohibited without expressed and written consent from the author and Republic Bank Limited. 1. Introduction Origins and Purpose The Republic Bank Group is one of the largest and most profitable financial services groups in the Caribbean. Originating from Barclays Bank and its predecessor Colonial Bank, Republic Bank has served the people of the Caribbean, specifically Trinidad and Tobago for 168 years. This study seeks to reposition and re-brand the Republic Bank Group, as the Bank moves closer to its vision of being the â€Å"Bank of Choice in the Caribbean†. Re-branding of the Group is particularly critical at this time, as the Bank continues to prepare itself for increased competition in the markets in which it currently operates, as well as for further expansion within and outside of the Caribbean. 1.2 The Case of Banco Mercantil In establishing a framework for the re-branding exercise, the study looks specifically at the case of Banco Mercantil S.A., Republic Banks subsidiary in the Dominican Republic, which was recently re-branded and repositioned in that market (May 5, 2005). The new bank, Republic Bank DR S.A. will focus primarily on the private banking and corporate and commercial market niches in the Dominican Republic, as it charts a path to profitability. In conducting the study, attention was paid to the process that was required in the execution of the re-branding and the benefits to be derived by the brand arising from the change of name and identity. In discussing the re-branding of Banco Mercantil, the study analyses the corporate identities of Republic Bank and Banco Mercantil to ascertain their status and the existence of any disconnects that might exist. It also identifies the reasons for the Banks earlier hesitation at re-branding its Caribbean acquisitions, the cultural shifts that are required at both the parent and subsidiary levels, the move to commence the process in the Spanish-speaking Dominican Republic and the foundation that is laid for an escalation of the re-branding process throughout the Caribbean. The framework established for the re-branding of Banco Mercantil, and detailed in this study, may be used with appropriate adjustments to cater to cultural, social and political differences, to the re-branding and repositioning of Republic Banks other Caribbean acquisitions, namely the National Commercial Bank of Grenada Limited (NCB), The National Bank of Industry and Commerce Limited (NBIC) in Guyana and the Barbados National Bank (BNB). 1.3 Historic Step The change of name of Banco Mercantil to Republic Bank DR S.A. is historic in the Republic Bank context, as it is the first of Republic Banks acquired subsidiaries to undergo an identity change, and would as suggested above, provide the catalyst for, and the foundation upon which the re-branding of Republic Banks Caribbean empire might be undertaken. 1.4 Approach The study adopts an analytical approach to the re-branding exercise and draws upon the results of two surveys conducted in the Dominican Republic and Grenadian markets to test the corporate image of Republic Banks subsidiaries in those countries. It also employs several change management and corporate identity management models in its analysis of the current situations in the Dominican Republic and the Southern and Eastern Caribbean, and in devising recommendations for the Groups re-branding. The historic background of the Republic Bank Group is described, the environmental landscape in the Dominican Republic examined and the mood for change in that country discussed, to put into context the decision to re-brand Banco Mercantil. The study also employs Kurt Lewins model for change specifically in the execution of the re-branding of Banco Mercantil, and in so doing provides a framework for executing similar changes in other subsidiaries in the future. Fundamental marketing concepts articulated by Kotler and Jeannet and Hennessey were combined with more recent models related to branding by communications and branding experts such as John M.T. Balmer and Stephen Greyser as well as the use of the robust strategic models from experts such as Lewin, Mintzberg and Kammerer. The mood for change in the Southern and Eastern Caribbean and the macro environmental drivers that have impacted the Banks hesitation at re-branding its subsidiaries thus far were also diagnosed and analysed, using Force Field Analyses. These examined the driving forces pushing for change of the brand, as well as those restraining forces working against a change and advocating maintenance of the status quo. Comparative SWOT Analyses were also conducted to determine the most significant areas of weakness and opportunity, and to devise strategies aimed at maximising the strengths of both the Dominican subsidiary and the Group. An integral part of the change process involved in the re-branding of Banco Mercantil, was the analysis of that banks corporate identity, the corporate identity of Republic Bank Limited and a comparison of the results of both tests. This analysis was undertaken using the AC ²ID Test model devised by Harvard Business School professor John Balmer. The test threw up some interesting, albeit not surprising facts, which influenced the decision to change the banks name, as well as the choice of name itself. 1.5Benefits Republic Banks post-acquisition strategy previously advocated retention of the proprietary brand of the acquired subsidiary, rather than retirement of the weaker brand following analysis, or even retirement of the acquired brand in favour of the acquirer brand. This has resulted in the Bank carrying a diverse portfolio of corporate brands in the Caribbean, culminating in a somewhat confusing brand landscape, and little or no physical presence of its heritage or overarching brand outside of Trinidad and Tobago. While Republic Bank enjoys a strong corporate identity, high top of mind recall, strong citizenship recognition and a positive corporate image in its primary market, Trinidad and Tobago, its diverse portfolio of brands causes its corporate brand to be lowly leveraged in the other Caribbean territories in which it operates. Its vision of being the bank of choice in the Caribbean could therefore be stymied by its brands low leverage and physical absence in the non-Trinidad and Tobago territories in which it operates. In those countries the heritage brand (Republic Bank) provides an endorsing role at best, and is essentially represented by the brands of its acquired subsidiaries. The brand proposition of each of the subsidiary banks also varies. The re-branding of the Group to achieve a strong, unified and consistent brand identity is of particular importance to Republic Bank at this time, as the Group seeks to buy a place in the minds and hearts of regional and global customers. This study therefore produces the framework required for such a mammoth re-branding and repositioning exercise and in so doing provides a model that may be customised and employed in future corporate marketing exercises. 2.Background 2.1The Republic Bank Group Republic Bank Limited is one of the oldest and most successful indigenous financial services groups in the English-speaking Caribbean. Republic Bank evolved from the British bank, Barclays Bank Dominion Colonial and Overseas (DCO) and its predecessor Colonial Bank that was established in 1868 to provide banking services to the British expatriates involved in the islands sugar cane industry, and later to the freed slaves and indentured labourers. Today Republic Banks ownership is widely dispersed embracing over 10,000 individual and institutional shareholders. Republic Bank currently operates in eight Caribbean territories through 14 subsidiaries and offices in Barbados, Grenada, Guyana, Dominican Republic, Cayman Islands, St. Lucia, Cuba and Trinidad and Tobago, and employs over 4,700 persons in the Caribbean. With an asset base of US$5 billion (TT$28.6 billion) Republic Bank recorded after tax profits of US$105.4 million (TT$664 million) in its last financial year (2003/2004). The Banks earnings per share in that year was TT$4.17 with return on average assets of 2.44% and return on shareholders equity of 18.93%. The Republic Bank Vision Republic Bank has identified the following vision: â€Å"Republic Bank, The Bank of Choice in the Caribbean for Customers, Staff and Shareholders. We set the Standard of Excellence in Customer Satisfaction, Employee Satisfaction and Shareholder Value† 2.3Expansion through Organic Growth and Acquisition Republic Bank has employed a strategy combining organic growth and strategic acquisition to facilitate its regional expansion goals over the past 13 years, as it sought to grow its asset base, increase market share and increase profitability. Its first such venture was the establishment of a joint venture merchant bank, Acedo Mendoza Fincor, with the Mendoza family of Venezuela. This operation soon extended to include an office in Panama but the Banks shareholding was eventually sold to the Mendoza family at the start of Venezuelas economic decline in the mid 1990s. That first move at overseas expansion was closely followed by the acquisition of the majority shareholding in the National Commercial Bank of Grenada Limited in 1992. This was followed shortly thereafter by the establishment of an offshore banking operation in the Cayman Islands, the acquisitions of the Bank of Commerce in Trinidad and Tobago and the National Bank of Industry and Commerce Limited in Guyana, the establishment of an office in Havana, Cuba, and the acquisitions of Barbados National Bank in Barbados and Banco Mercantil in the Dominican Republic. Republic Banks largest and most profitable operation at this time is in the country of its home base, Trinidad and Tobago. The Trinidad and Tobago bank alone operates 44 banking branches in the twin island republic and employs 2,790 persons, over half of the total number of persons employed by the Group. The strongest economies in which Republic Bank currently operates continue to be Trinidad and Tobago and Barbados. The weakest economy at this time is the Dominican Republic in the Spanish-speaking Caribbean, though it is showing signs of recovery, followed by Guyana in South America. 2.4The Whole is Greater than the Sum of its Parts Republic Banks organically grown subsidiaries all bear the same corporate identity, which is Republic Bank. The acquired subsidiaries of NCB (Grenada), NBIC (Guyana), BNB (Barbados) and Banco Mercantil (Dominican Republic) all bear their separate names and corporate identities, having retained their original brand names following acquisition. The first three banks, namely NCB in Grenada, NBIC in Guyana and BNB in Barbados, were all â€Å"national† banks in their respective countries, with Republic Bank purchasing all or part of the governments shareholdings. As the â€Å"national† banks, they catered largely to the grassroots and middle-income population and in some cases emerged from the era of nationalism and political struggle in the Caribbean during the 1970s. In the case of each acquisition there was some negative reaction from those nationals who viewed the transaction as a sale of the countrys national heritage to an â€Å"outsider†. This sentiment was strongly expressed during the initial stages of the BNB purchase, where the sale of the Barbados governments shareholding in BNB threatened to become a political issue, in spite of the significant premium that was paid for the shares. That furore has since quelled, as the Barbadian public has been able to witness and experience the positive value that Republic Bank has brought to both BNB and to the financial sector in that country in the last year and a half. Given the history therefore, it is understandable that there would be strong feelings of national pride and patriotism attached to the identities i.e. proprietary brands of NCB, NBIC and BNB, particularly among the grassroots and the middle-income earners in the respective markets. It was for this principal reason strength of national pride and patriotism, and the resultant possibility of customer migration and loss of business that Republic Bank demonstrated its initial reluctance to initiate name changes in the territories, post acquisition. Its post acquisition strategy had been to retain the existing management and employees, once competent, and to preserve the name and corporate identity of the bank, as a means of maintaining the goodwill and equity that were attached to the brand, and so prevent business loss. The Bank focused instead on aligning the systems and procedures of the acquired bank to those of Republic Bank, and providing the infrastructural, technological and intellectual support that would enable the growth and development of the acquired subsidiary, and, by extension the economy of the respective country. Little attention was placed on alignment of the corporate identities or of the introduction or promotion of the corporate identity of the parent company, Republic Bank Limited. This approach of working alongside the subsidiary, rather than implementing drastic changes, triggered little outward disruption to the external environment, particularly customer relationships, and allowed the employees to focus gradually on the cultural shifts that were required to facilitate partial integration into the Republic Bank Group, while at the same time allowing them to retain their original identities. The impact of Republic Bank on those overseas subsidiaries has however been felt over time by customers, the general public and competitors in those markets, as the subsidiaries adopted a more aggressive and energetic stance in their operations, marketing and customer service, growing market share by as much as 10% in one year in the case of BNB. Customers were aware that these changes were the result of the new ownership of the bank and the deepening of the relationship with the parent company, Republic Bank, even though this link was seldom emphasised in external communication. The majority of customers appreciated the changes, since they impacted positively on the levels of efficiency evident in the banks, manifest in the quality of the service that they received, and the broadening array of product offers to which they were exposed. The subsidiaries themselves clearly recognised the value that their association with Republic Bank brought to bear on their banks success and customer interactions, particularly in the area of business facilitation. There is also a growing gratification in the association with a large, successful and powerful Caribbean bank, particularly at this time, when the business emphasis appears to be shifting increasingly toward integration and the benefits of larger size to cope with increased globalisation. 2.5The Mood for Change-The Dominican Republic There is a positive mood for change in the Dominican Republic in relation to the re-branding of Banco Mercantil S.A., fuelled primarily by the countrys desperate economic situation and the virtual collapse of the financial system. The government and many Dominicans viewed as a welcome move, Republic Banks entry into the Dominican financial sector through its acquisition of Banco Mercantil in 2003. It must be remembered that in the midst of Republic Banks entry, was the failure of several other commercial banks, principally due to rampant fraud and mismanagement facilitated by closed ownership the majority of businesses in the Dominican Republic, including the major banks are owned by a few wealthy families and a culture that appears to embrace less stringent ethical standards than those embraced by many countries in the English-speaking Caribbean. The Latin culture in the Caribbean, Central America and South America, is not as supportive of intense structures and systems as is the English culture. Hence the presence of strong systems to support business and demand strong ethical practice was almost absent in the Dominican Republic. Corruption was therefore rife. Additionally, the Latin cultures focus on external appearances as an indicator of success and well-being, also belies the true financial status of organisations and little attempt is made to delve sufficiently deep t o ascertain the reality. A thorough understanding of the divergence in the cultures of the Caribbean was therefore critical to the formulation and execution of an effective communications programme during the change process i.e. movement from Banco Mercantil to Republic Bank DR. Given the negative experiences of the immediate past, the employees and customers of Banco Mercantil were anxious for the presence of a professional organization with wide and diffused ownership, that would introduce systems and procedures to ensure efficiency, effectiveness, high levels of professionalism and business continuity. The regulators and employees alike were also determined to prevent a run on the bank and the consequential loss of jobs, while retaining and growing their existing customer base. Republic Banks good reputation as a sound and professional financial services provider in Trinidad and Tobago preceded it, and the Bank was well respected by the regulators, the small cadre of business and financial officials in the DR who knew of it, as well as by the employees who did their personal research on the Bank and its history and reputation. 2.6The Mood for Change -The Southern Eastern Caribbean The mood for change in the Southern and Eastern Caribbean is less enthusiastic than it is in the Dominican Republic. A survey conducted by NCB Grenada early in 2005 to test the banks corporate image revealed positive sentiments toward Republic Banks influence on the efficiency and general good performance of NCB, and mixed reactions to the possibility of a re-branding of the subsidiary. The underlying reason for this reluctance was the strong feeling of national pride and patriotism that continues to exist in the islands, for the reasons indicated earlier in this section. The reasons are more emotional than logical, and therefore more challenging to overcome, as branding is built to a greater extent on emotion and feelings, than it is on logic and reason. In spite of the strength of these sentiments however, there appears to be a listening to the possibility of change, as the Grenada survey indicated. A listening that Republic Bank should encourage as it contemplates a regional re-br anding of the group. 2.7The Environmental Landscape in the Dominican Republic The Dominican Republic is a Spanish speaking country in the Northern Caribbean bordered by the Caribbean Sea, the North Atlantic Ocean and Haiti. With a population of 8.8 million people, the Dominican economy has had one of the fastest growth rates in the hemisphere over the past decade. The country enjoyed growth in Gross Domestic Product (GDP) of more than 7% pre annum between 1998-2000. Growth subsequently plummeted as part of the global economic slowdown. Although the country has long been viewed primarily as an exporter of sugar, coffee and tobacco, in recent years the service sector has overtaken agriculture as the economys largest employer due to growth in tourism and free trade zones. The Dominican Republic suffers from marked income inequality; the poorest half of the population receives less than one-fifth of GNP, while the richest 10% enjoys nearly 40% of national income. Growth turned negative in 2003 with reduced tourism, a major bank fraud and limited growth in the US economy, the source of 87% of export revenues. The inflation rate based on 2003 national statistics is 27.5%, with unemployment being 16.5% and 25% of the population living below the poverty line. Predominantly Roman Catholic, the ethnic composition of the Dominican Republic differs from that of Trinidad and Tobago, with persons of mixed ethnicity comprising 73% of the population, whites 16% and blacks 11%. This ethnic composition was considered when formulating communication material related to advertising on the re-branding of Banco Mercantil. It will also be considered in the future in the production of standard external communication material such as mass media advertising for the Group. 3.Statement of Opportunity Given Republic Banks stated vision of being the â€Å"Bank of Choice in the Caribbean†, the onset of globalisation which has opened up hitherto inaccessible markets, the imminent commencement of the CSME and FTAA which would open up the Caribbean to large, powerful and influential business competitors, coupled with the aggressive stance of competitive forces within the Caribbean itself, there is an opportunity at this time for Republic Bank to reposition and re-brand its regional subsidiaries, beginning with Banco Mercantil, its subsidiary in the Dominican Republic. 4.Theoretical Perspectives This study embraces several theoretic concepts in bringing about the re-branding and repositioning of the Republic Bank Group and more specifically the re-branding of its Dominican Republic subsidiary, Banco Mercantil. The study utilises a number of theories in change management, strategic business planning and corporate identity analysis in orchestrating the required change. 4.1AC ²ID Test In analysing the corporate identities of Republic Bank Limited and Banco Mercantil the AC ²ID Test devised by Harvard Business School Professor, John Balmer was used extensively. The AC ²ID Test is a model used to assist companies in evaluating and understanding their corporate identities, to identify deficiencies and misalignments often arising from, but not limited to mergers and acquisitions, and to form the basis for realignment or correction of the misaligned corporate identities. †¢The Acid test is a model used to assist companies in evaluating and understanding identify deficiencies The test acknowledges that every organisation has more than one identity, and categorises these into five specific areas that help to shape the overall identity and eventually the image of the organisation. These identities are: ACTUAL IDENTITY this comprises the current, distinct attributes of the company i.e. what it does. COMMUNICATED IDENTITY what does the company communicate via Advertising, Public Relations, and Sponsorships? CONCEIVED IDENTITY Stakeholder Perceptions corporate image reputation how does the company appear to stakeholders? IDEAL IDENTITY Optimum Positioning based on current knowledge of the companys capabilities. DESIRED IDENTITY -Corporate vision from the perspective of the CEO and the Board of Directors. The AC ²ID Test was employed to evaluate and analyse the corporate identities of Republic Bank and Banco Mercantil in consolidating and guiding the process of changing the Banco Mercantil name and the adoption of the overarching brand, Republic Bank. 4.2Structures Influence on Corporate Identity In identifying a link or relationship between organisational structure/hierarchy and corporate identity, the work of Olins, Ind and Kammerer were explored and applied. Olins identified three basic types of visual architecture used by organisations namely, the monol

He Who Laughs Last Laughs Best

Freislyn Santana Revision English 106-112 (College English II) Professor Jaime Gallagher Essay #1- Short Story 11/12/2012 He Who Laughs Last Laughs Best Edgar Allan Poe is an extraordinary writer with many powerful pieces of work, such as The Raven, The fall of the House, and The Tell-Tale Heart. The author’s theme in the story â€Å"The Black Cat† is Overconfidence can betray. In his short story â€Å"The Black Cat† Poe explores the perils of overconfidence. Poe’s use of character, tone, and irony develop this dark tale of arrogance with adventure.To portray his theme, Poe uses the story element â€Å"character† towards the ending of the story, illustrating how the narrator believes there is no way he can be caught. IN the flowing days after the murder, he begins to feel free, happy, and secure. His overconfidence becomes evident when the police unexpectedly come to search his home. He felt no embarrassment nor regret in allowing them inside. He ac companied them in the search in a calm and collected manner. As the police prepare to leave, the narrator describes himself as too happy to contain himself and badly wanted to mention a single word of his triumph.He believes there’s no way he’s going to be caught, and becomes too confident and cocky. His overconfidence leads to his demise. His final act of overconfidence is evident as the police leave, he shows off by brazenly tapping the wall with his cane. The cat cries out from the wall which leads the police to tear down the wall. They find the cat atop the corpse, the same cat the narrator so loathed and believed had ran away. Furthermore, Poe also uses â€Å"tone† as a means to portray his theme. Poe establishes calmness when the police arrive to search the home.The narrator is not in any way nervous or afraid that he might get caught; in fact, he feels secure of his concealment of his wife’s remains. Faced with a police search, the narrator quivere d not a muscle. He says â€Å"His heart beats calmly as that of one who slumbers in innocence. † He invites the police in assists them in their search. The speaker is obviously calm, and Poe illustrates the tone calm here perfectly while also using a simile, comparing the narrator’s calm heart to that of one whom innocently sleeps.Lastly, Poe uses irony as a way to demonstrate his theme. The speaker’s thought triumphing over the cat is a good example of irony. The day after he hanged Pluto, his first cat, his house unexpectedly burned down. He imagines seeing in the ruins the shape of a cat imprinted on a wall, a cat with a noose around its neck. It’s clearly ironic that even though he killed the cat, his overconfidence of believing he defeated it leads to the Pluto having the last laugh when the narrator’s house and all his riches burn with it.Poe illustrates another example of irony when the narrator kills his wife and believes the cat has run aw ay in fear. When the narrator hides his wife’s corpse in the wall and during the search of his home out of overconfidence taps on the wall repeatedly, a cry responds leading the police to tear down the wall and discover the corpse and also the cat. It’s ironic that in the end it was the cat that leads to the narrator’s demise after believing the cat had ran away.In conclusion, Poe portrays his theme Overconfidence can betray by using story elements such as tone, character, and irony. There are several examples throughout the story and Poe uses them effectively. Imagine the joy and overconfidence combines with the adrenaline that one must have while knowing they’re about to get away with murder. In the end the narrator just couldn’t contain all that emotion. Put yourself in that situation, do you think you could’ve maintained composure and got away with it?

Cigarette Industry is Under Attack - 956 Words

The Cigarette Industry is under attack from all sides. They have battled public opinion, government regulations, and medical warnings since the mid 1900’s. A front-page article by Reader’s Digest in 1952 entitled â€Å"Cancer by the Carton† started the national dialogue about the negative health affects of smoking cigarettes. The medical community had published articles since the 1930’s about the possible negative affects of smoking, but it took until the 1950’s to gain public attention. Smoking prevalence among adults in the United States has dropped from 42% to 18.1% from 1968 to 2014. With the number of smoker dropping, and government regulation increasing, one could make the assumption that the Cigarette Industry is falling into steep economic decline. A little research shows the opposite. In Barbarians at the Gate: The Fall of RJR Nabisco Warren Buffet said, â€Å"Ill tell you why I like the cigarette business. It cost a penny to make. Sell it for a dollar. Its addictive. 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