The Financial and Banking System Of Australia Essay

The Financial and Banking System Of Australia - Essay Example ................................19 Would You Approve Lines Of Credit For Banks In This Country?.............................................20 Appendices†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦21 Table 1.0 List of Banks†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦.22 Works Cited†¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦Ã¢â‚¬ ¦..24 I. Geography. The continent is a self governing country that is a part of the commonwealth federation. It is currently bounded by the Timor sea, Ara fura sea, Torres strait, Coral sea, Tasman sea, Bass strait along with the Indian ocean (Verdier, p.11). It is the smallest continent found on the globe and the sixth largest country in the world. Its capital is found in Canberra with Sydney being the largest city found in the country (Weerassoria, p.16). It additionally comprises of six states which include New South Wales, South Australia, Tasmania, Queensland, Victoria along with western Australia. The continent also comprises of two territories which are the Australian Capital along with the Northern one. The land forming the continent measures about 7, 614, 500 sq km (Gup, p.41). It also has dependencies such as the Ashmore territory, Cocos islands, Christmas islands, the Antarctic territory, the coral sea islands, Heard island along with the Norfolk islands (Miller, Vandrome & John, p.34). II. History Of The Country. The first occupants of the Australian continent were the aborigines who are believed by anthropologists to have migrated into the continent some fifty thousand years ago... Due to a rise in the sea level, The Tasmania was separated from other islands that were offshore (Gup, p.46). The Malaysian, Chinese, Indonesian along with Arab traders are estimated to have come to the northern part of Australia in the year 1500AD. The western countries only came to know about the Australian continent in the 17th century. The continent was the last discovery of new land that the western world made but was colonized by their powers (Weerassoria, p.23). Portuguese sailors are believed to have reached the eastern coast of the continent at around the 15th century when they were looking for a sea route connecting Africa and India. Spanish sailors led by Luis Vaez de Torres in the 16th and 17th century first saw the Australian continent but did not get there as their interests were further north in the Philippines (Gup, p.56). It is the Dutch who were using more advanced sailing ships who were responsible for making the discovery of the continent a reality during the 17th century. This occurred when they creating trading centers between Africa and Indonesia. They did not however settle in the continent as they found nothing of interest for their businesses (Miller, Vandrome & John, p.67). Their voyages and discovery of the Australian continent thus brought the British into the land. This came during the Enlightenment age that occurred in the 18th century with the stressing of scientists along with philosophers on the importance of worldwide exploration (Verdier, p.19).

Jesus Christ-Life and Influence Research Paper Example | Topics and Well Written Essays - 1500 words

Jesus Christ-Life and Influence - Research Paper Example Jesus is unanimously regarded as the one and the only virgin birth that has appeared in the entire history of mankind since the creation of Adam and Eve in the paradise. The Old Testament had already made a prediction about his arrival in the world through the virgin delivery to be made by a pious and chaste noble lady i.e. Holy Virgin Mary (Isaiah, 7:14). Thus, the pious and religious-minded Jews were well aware regarding this exceptional kind of birth in their tribe one day in the wake of the Commandments to be made by the Lord in order to show the pagans, non-believers, and hypocrites the signs of the Omnipotence of the Lord. Since all the tribes having faith in Almighty God were in wait of such a sacred birth, the Magi also travelled wide from the ancient Persia to the city of Nazareth in order to see the blessed child arrived in the world from the high heavens in order to fill the world with the dazzling sacred light of justice, equality, righteousness, and faith. The Gospel of Matthew provides a detailed and comprehensive account of the visit of the three Magi from the distant region of Persia (Matthew, 2:2). Since the Magi had been blessed with the knowledge of astrology, and their association with the Zoroastrians had increased their faith in the Oneness of Almighty God the Creator, the three Magi set out to an exhaustive expedition towards Nazareth in order to see the holy child and present their gifts to the Savior of humanity. Consequently, the child would certainly be unique and extraordinary one, which would spend his entire life in teaching, preaching and helping the people without discrimination, and would embrace death at the prime of his youth just for saving the humanity from becoming a victim of the punishment and agony for committing the original sin. Jesus was born in Bethlehem, and the Magi also met him there (Anderson, 2005: 23-24). However, because of the opposition made by the hypocrites and non-believers, Holy Mary had to proceed to Eg ypt in order to save the sacred child from the hatred of the envious and resentful people of Nazareth. Little is known about the childhood and early youth of the Holy Christ, though the historians and theologians appear to be agreeing with the notion that the signs of the spiritual elevation of this sacred child had started appearing in his personality since the childhood years (Littleton, 1975: 22). Somehow, Jesus returned to his native city along with his sacred mother in his early youth, where he was baptized by Holy John the Baptist (Matthew, 3:13-16), though John is noticed to be declaring Jesus superior to him in all respects. Hence, it becomes evident that his contemporary righteous men of Nazareth had maintained the knowledge of the spiritual and elevated status of Jesus Christ. The Christian faith is attributed to Christ, who preached love and kindness to all mankind.

How does Social Media Effect Time Management?

How does Social Media Effect Time Management? The purpose of this paper is to better understand the relationship between time spent on social media and time management in students. After and extensive literature review, a questionnaire was administered to a sample of 54 participants. After analyzing the results it was evident that there is a relationship between time spent on social media and time managing skills. Based on the results, recommendations and limitations were discussed. The use of internet has been taken over by social media platforms such as Facebook, Twitter and Instagram. Social media has become a popular tool amongst all generations these days. The use of social media has been increasingly growing among students of all ages. Most students use at least one type of social media platform in their daily lives; therefore I thought testing the effects of these platforms on students would be useful. The aim of this research is to measure the effects of the use of social media on time management. This paper will also show the reasons behind this growing trend among students. To help the generalizability of this study, around 60 students from different schools and universities were asked to participate by filling constructed questionnaires. These questionnaires were then closely analyzed to see how these platforms have been affecting students. Literature Review There is a growing interest on the effects of social media on students success and development (Abramson, 2011; Kamenetz, 2011). This interest on the effects of social networking is growing because as the data collected by EDUCAUSE Center for Applied Research (ECAR) shows, 90% of their 36,950 student sample uses some sort of social media (Smith Caruso, 2010). Studies have shown that teenagers are among the top users of social networking websites (Ahn, 2011). There has been a trend in studies suggesting that teenagers are spending a big portion of their daily life on social media websites (Ahn, 2011). Ahn defines SNS as social networking sites; she further explains that websites such as Facebook and MySpace fall into that category because they are web applications that use Web 2.0 principles (2011). OReilly defines Web 2.0 as websites that depend on the participation of normal users rather than content providers, he further explains that Web 2.0 websites sums up content from many sou rces and are websites that connect and network users and information together (OReilly, 2007). Ann questions the effect of these websites on the development of the youth stating that parents and teachers are concerned and frightened by this connection between the youth and social networking sites (2011). On the other hand, scholars suggest that educators should accept that students these days are using social media platforms to learn and that these educators should embrace these new platforms and use them to their advantage (Ito et al., 2009; Jenkins, 2006). However, many schools and universities block access to these websites (Lemke et al., 2009). Agichtein et al. argue that the content on social media websites vary from high quality content to spam and users should know how to find high quality information on these platforms (Agichtein et al., 2008). Misra and McKean state that academic stress is caused by poor time management (2000). Lay and Schouwenburg define time management as a group of different actions that facilitate productivity and alleviate stress (1993). Academic performance is enhanced by effective time management (Campbell and Svenson, 1992). In his study, Anderson claims that although the average of internet use among students is 100 minutes per day, only a small group of these students use the internet to a degree that affects other tasks in their life (2001). University students are inclined to excessive use of internet (Anderson, 2001). Anderson stated that many students fail to manage their time on the internet (2001). As shown by the literature review, while the use of social media is continually growing especially among teenagers, the main concern is whether this growing interest is effecting students time management causing an increase in stress levels among students and lower academic achievements. Social media has many uses, from networking to news to quality information but the concern is around whether these students are using these social media platforms for all these reasons and whether these users are managing to organize their time (Ahn, 2011). Methodology Type: Survey. Tool: Semi-structured questionnaire. Participants 54 students of both genders participated in this study. Students in various countries from ages of 13 to 34 years answered the questionnaire. -Materials Data were collected through online questionnaires. My questionnaire consisted of nine questions (five multiple choice, one scale, two text, and one checkbox question). I chose to put a little amount of questions with mostly multiple questions to be sure that the students would not get bored while answering and the answers would be as precise as possible, limiting bias. Procedure The questionnaire was done on Google docs then sent by e-mail to some, and posted on a social media website (Facebook) to assure that there is a variety of ages and genders in the answers. Why students? Student level is when the persons career is determined; if the student is well aware that studying and other daily chores (sports, work, etc.) are the most important pillars in a students life, but they also have to know how to manage their time, they will excel in their futures so this study might be like a wake up call for students. Later on, these results were translated into percentages in pie charts to help in building my analysis and interpretation stage which will help me answer my research question. Analysis and Interpretation Analyzing each question made me realize more and more on how much students are drowned in the pool of SNS, even though most know that its affecting their daily chores, starting with studying and ending with sports. Students of middle school (4%), high school (72%), and university (24%) from ages 13 to 34 participated in this study. Both genders were involved in this paper 52% of which were males and 48 females. The diversity of respondents assures the variety of opinions present. How much time do you spend on social platforms daily? Only 4% of students do not use SNS daily, while 19% spend more than 4 hours on social media platforms. 11% think that checking these sites for less than an hour is enough for them; on the contrary 30% say that they spend three to four hours to get their daily dose of social networking. The 37% left spend one to two hours daily before performing other things in their daily life. Type of social media? Among 54 students 41% prefer Facebook to any other social media platform. 21% use Instagram, 19% use twitter, 7% use Google+. Only 11% use things other these SNS. When asked about why do they use these platforms for and they were given the freedom to choose anything they want because it was an open-ended question, most students said that they spend their time communicating with people, or for general entertainment as well as staying up to date with everything eg. Politics, sports. In the meantime a very little amount said that they spend their time on these platforms for educational purposes. As a student, how much time do you dedicate to studying daily? Most students only dedicate one to two hours studying with a percentage of 44%. 20% spend three to four hours of their time studying while 17% say that they do not study on daily basis. 11 % study for less than hour, in the meantime 7% study for more than four hours daily. How much time do you dedicate to other important chores daily? When asked about the time spent for other important chores such as work or sports 44% of the 54 respondents said that they perform theses chores for one to two hours daily. 19% said that they perform chores for less than hour or not on a daily basis, while 9% percent said that they do so for three to four hours or more. To what extent do you think social media affects your time management? As a sub-question I asked their opinion on a scale from one to five (not at all to completely respictively) on how much they think SNS affect their time management as students to see if they were well-aware of what the great time on social media platforms affects their daily chores. 28% answered three to four on the scale while 20% thought it had a complete effect and only 6% said that it has no effects of all and 19% think that it has a very little effect. CONCLUSION Research question: Does social media have effects on students time management? According to the responses I got I realized that when you come to connect and analyze the questions about the dedication of time spent on important chores, studying, and social media platforms you realize that, on the choice that says not on a daily basis on 4% spend their day without using any of the SNS while 17% do not study on daily basis and 19% do not perform other important chores in a students life. Results are almost equal on the less than an hour choice with 11% for using social media 11% for studying and 19% for other important chores. At one to two hours the results favor the studying and other important chores more with 44% for both and only 37% for social media. What made me reach to a result for my research question is that when the hours increased, the usage of social media increased and the time spent on studying and other important chores decreased drastically after reaching their peak. On three to four hours, 30% spend time on SNS while 20% spend studying and only 9% perform important chores. 9% said that they perform important chores for more than four hours and 7% said they spend more than four hours studying while 19% use social media platforms for more than hours. Sub-question: Are the students aware of the effects the SNS have on their time management? After constructing a study on if the students are aware by the effects the social networking sites have on their time management I realized that they are somehow mostly aware. That is what made me wonder more and more, because if the students are unaware then maybe the parents must be blamed for the effects I found in my research paper, but after finding out that students know how much these sites have effects and they do not try to resist it then the students have to be blaimed for that. Recommendation: After analyzing and interprating the results I recommend the teachers to try to help the students for overcoming the students time on social networking sites for uneducational means by using social media platforms for educational purposes so that the students spend their time learning on these sites rather than just for communication and entertainment. In this way I think students will (even if unintentionally) spend time learning. If they open Facebook for example and find out that the teacher posted an assignment there he will spend his time doing it rather than other stuff. Limitation: Due to time and cost limitations the scale in this study was relatively small. The genaralizibilty of this study could have been enhanced if a larger sample was studied. If it was not for these limitations a focus group or in-depth interviews might have helped enhance this study also. Reflection on the Research Steps Before starting the research it was something very close to a nightmare to me. Not knowing anything about it I was really afraid to even start with it or even read what it is about, all I knew about the word research is that it takes a lot of time to develop a good one. Step 1 of the DRC was choosing a topic, it seemed very easy to me at first, but after going through the handout I realized that I had to choose a topic that I am aware of and at the same time something I was interested in because I had to read a lot about the topic. I was suffering at that moment; nothing came to my mind. I thought choosing a topic was easy, but it turned out to be very challenging. Choosing a topic was everything that was on my mind for 3 days until this topic came to mind and I thought it would be beneficial for the next generation and it was something I myself was suffering from. Step 2 was to narrow down my topic and think about one specific point of my topic. After approaching to my teacher I was happy to know that the topic I chose from step 1 was already narrowed down, and I was ready to go to the next step. This gave me a boost because after my classmates were well ahead of me in step one I caught up with them. After step 3 I was not disappointed in all the time it took me to choose my topic because step 2 and 3 were very easy to me. Step 3 was about narrowing it down more and more, and deciding what was your research question. Unintentionally I had that ready too. Maybe spending a lot of time on choosing a topic was not a nightmare after all. Steps 4 to 6 were somehow similar to each other. I had to choose the method I wanted to gather information in. Thanks to Mr.Ammar Merhebi and his amazing explanation of what an interview was about and what a questionnaire is, it did not take me a lot of time to choose the online questionnaire method because I thought my topic needed me to take answers from a lot of people due to the high number of opinions and ways of living. All credits go to my mentor; Mr.Ammar Merhebi for the time it took him to teach us how to enter everything on programs that would help in preparing and processing the data. After each step I used to think of what I did and think that what I was doing is time wasting and not beneficial. Although the steps did not take me a lot of time but all what was on my mind was Why do teachers love to interfere with our work and put everything into steps that would not even help when I want to start with my research paper? That was not the case here, when I started with my study I had a look on my steps and I had most of the things done and ready for this project. There were surely sometimes were I was very close to giving up and just going to anyone to do it for me in return for money, but I thank god that I took the correct road towards what I think a successful study.

Rene Descartes Meditations on First Philosophy Essays -- Existence Go

Rene Descartes' Meditations on First Philosophy Rene Descartes’ third meditation from his book Meditations on First Philosophy, examines Descartes’ arguments for the existence of God. The purpose of this essay will be to explore Descartes’ reasoning and proofs of God’s existence. In the third meditation, Descartes states two arguments attempting to prove God’s existence, the Trademark argument and the traditional Cosmological argument. Although his arguments are strong and relatively truthful, they do no prove the existence of God. At the start of the meditation, Descartes begins by rejecting all his beliefs, so that he would not be deceived by any misconceptions from reaching the truth. Descartes acknowledges himself as, â€Å"a thing that thinks: that is, a thing that doubts, affirms, denies, understands a few things, is ignorant of many things† He is certain that that he thinks and exists because his knowledge and ideas are both ‘clear and distinct’. Descartes proposes a general rule, â€Å"that whatever one perceives very clearly and very distinctly is true† Descartes discovers, â€Å"that he can doubt what he clearly and distinctly perceives is true led to the realization that his first immediate priority should be to remove the doubt† because, â€Å"no organized body of knowledge is possible unless the doubt is removed† The best probable way to remove the doubt is prove that God exists, that he is not a deceiver and â€Å"will always guarantee that any clear and d istinct ideas that enter our minds will be true.† Descartes must remove the threat of an invisible demon that inserts ideas and doubts into our minds to fool us , in order to rely on his ‘clear and distinct’ rule. In constructing his argument for God's existence, Descartes analyzes several aspects of the nature of human thought. He begins by outlining the various types of thoughts we have, which include ideas, thoughts, volitions and judgments. Ideas, or images of ideas can only exist within the mind and are certain of existence. Volitions, or choices are firmly within the mind and are also certain. Emotions, such as love, fear, hate, all exist in the mind and are certain as well. Judgments involve reference to effects outside the mind and are subject to doubt. Therefore, judgments are not certain and distinct. Descartes believes that images, volitions, and emotions are never false but it is our judg... ... God alone remains; and, given the truth of the principle that whatever exists has a cause, it follows, Descartes declares, that God exists we must of necessity conclude from the fact alone that I exist, or that the idea of a supremely perfect – that is of God – is in me, that the proof of God’s existence is grounded in the highest evidence† Descartes concludes that God must be the cause of him, and that God innately implanted the idea of infinite perfection in him. Descartes second argument for proving God’s existence is very straightforward. He has four possibilities that created his existence. Through process of elimination he is left with God being his creator. Descartes succeeded in some parts of his proof for the existence of God, but failed in proving God’s existence from a logical point of view. Most religions prove that anybody can be right in his own description of existence of God. So, Descartes is right in his own way, but to others to accept his idea is totally up to them. No one is certain that God exists. Although there are many causes that could make one believe God is for certain, those causes which might be perceived, does not necessarily make them true.

Article Review On “Evidence Based Management(EBM), The Very Idea” Essay

Introduction There has been a recent trend in commending evidence-based approaches for management and policy making decision in the public sector. Evidence based management(EBM) is an aspect that has been heavily developed and relied on in certain practices such as evidence-based policy and evidence-based medicine.   These forms of approaches utilize recent best evidence in decision making and management. Evidence based management(EBM) involves   managerial based decisions and organizational practices that are informed by the best and available scientific evidence with the best evidence in this case being the norms of natural sciences. Evidence based approaches have gained fame over the years. The same has not been without its ups and down. This has seen evidence based management generate debate with writers such as Learmouth & Harding (2007) opposing the very idea of utilizing the widely acclaimed evidence based approach in fields such as health care. The document reviews the(Learmouth & Harding (2007) article with a look at the evidence provided by the two in support of their opposition to the use of evidence based management (EBM) in health care. The positives and negatives of their arguments will be reviewed. Evidence of the same will be based on the Learmouth & Harding (2007) article as well as literature from related articles. Discussion The evidence based management as analyzed by Learmouth & Harding (2007) article presents a strong case that shows that there is reason to believe and support the research bothwriters   have accomplished to discredit the use of this approach especially in health care. Both Learmouth & Harding (2007) raise a good debate on the development of evidence based approaches to management and organization. The researchers clearly raise the issues they feel plague the use of evidence based management(EBM) in health care and in any other setting. To Learmouth & Harding (2007), this is an approach that is a misguided aspect with the unpredictable nature of evidence in the management discipline. Also, Learmouth & Hardin (2007) have the take that evidence based management is not there to help the public service and will not at the end contribute anything meaningful to the effectiveness in organizations (Axelsson, 1998).   This is in spite of other systems such as evidence based medicine beinghailed as the best method of reducing uncertainty in clinical practice. Learmouth & Harding (2007) opposition to the use of evidence based management(EBM) in organizational setting raises and opens the reader’s eyes to a major issue in their debate-arriving at an agreement on evidence. One is made to agree with Learmouth & Harding (2007) debate that it is one thing to reach a consensus in medicine and other fields and another in reaching the same in social sciences so as to flag the appropriateness of the use of evidence based management(EBM) in health care. Such techniques as the use of the evidence based medicine has worked well but this should not be the assumption in all the cases as highlighted by Learmouth & Harding (2007). The fact that the two researchers also disapprove of generalizations in the different approaches is a positive aspect in the research. The reasons the two give is valid in that the cause and effect connections that are there in organizational research are not in any way readily subject to controlled experiments such as those in medicine. However, there is an oversight and thus a disadvantage in Learmouth & Harding (2007) debate. One can counter their opposition to the generalization point on the use of evidence based management(EBM)in that where the presence of clear necessitates the establishment of decision making rules which the scientific community is able to endorse. Learmouth & Harding (2007) would want their readers to believe that a solution to finding a cause and effect connection in organizational settings does not exist but this is not the case (Parker, 2001).This is a side that is missing in their debate in that over the years, there has been the establishment of consensus around the use of constructive reviews and meta-analysis in order to identify the convergent findings in the organizational research and the boundary conditions. Learmouth & Harding (2007) do not leave any option to the reader to see a chance in the establishment of a movement towards evidence based management which would even be capable of fostering great attention to the convergent findings and their implications to practice and science. One feels that Learmouth & Harding (2007) are advocating and supporting the continued fragmentation and novelty in the current organizational research. By focusing on the high consensus areas, there will be a chance for EBM (evidence based management) to have efforts directed towards accounting for divergence and inconsistency in the areas of limited convergence in organizational research(Linstead & Grafton-Small, 1992). Managerialism is also another major issue that Learmouth & Harding (2007) raise with the use of Evidence Based Management (EBM).   The researchers support the opposition to the use of the same in such systems as organizations. According to Learmouth & Harding (2007), the use of EBM supports and reinforces Managerialism. The evidence based approaches are used to reinforce the managerial power with some forms of legitimized forms of evidence while they obscure non-managerial ways of understanding organizational life. One can associate with such an argument in that the evidence given by Learmouth & Harding (2007) is that there have been long standing workplace ethnographies which have stood to benefit organizations by such acts as exposing power, inequality and conflicts in the organizations (Kovner et al., 2000).   Thus elements such as Managerialism have no chance of prospering in such an environment. This greatly benefits the organization. However, there is a downside to the evaluation of only one side of the effect of EBM as far as Managerialism is concerned. The evidence by Learmouth & Harding (2007) is hinged on bias on whether there has been enough inquiry to the effective ways of organizing and managing based on less non-traditional and hierarchical view of workers, governance and employment (Ferlie et al., 2001). It is not justifiable to brush off EBM on managerialism basis since the same would serve as a counterforce to the self- serving and arbitrariness bias observed in the form firms are managed and organized nowadays (Parker, 2001). Any innovation can be affected in that it can be misused. Evidence of such is the presence of a regulation in the use of evidence based medicine in the UK National Health Service. However, the use of EBM can act as the basis to develop effective organizational and professional competencies (Harris, 1998). Learmouth & Harding (2007) are wary of the role that EBM may come to acquire in terms of power. The two are skeptic of the fact that EBM may become an avenue that serves interests. This shows how Learmouth & Harding (2007) have put a great deal of effort into all the aspects that may hinder the smooth operation of such programs as EBM in health care. As researchers, they have succeeded in evaluating all the angles of a research issue. Learmouth & Harding (2007) show that it would be naà ¯ve to not think of politics as the same are pervasive and real. Such an aspect as the development and implementation of EBM to organization and management can affect such issues as how legitimacy, funding   and influence is allocated to such groups as practitioners, teachers and scholars. Management is free of such aspects such as social and political interests as well as moral considerations.   However, true as this may be and a correct inference by Learmouth & Harding (2007), power and politics cannot be avoided. The real problem that Learmouth & Harding (2007) seem to be wary of is that qualitative research may not be able to meet the evidentiary standards that EBM may incorporate and employ (Linstead & Grafton-Small, 1992).  Ã‚   Also, Learmouth & Harding (2007) seem to be wary that qualitative research may be devalued which will result in the decline of legitimacy as well as its funding. Evidence cannot be said to be of particular measure or method social science uses. As opposed to Learmouth & Harding (2007) hesitation with unobstructed power in the use of EBM, this may not be the case as qualitative research is a sure way of identifying the areas in science that are not clear. Qualitative research is capable of being put into practice to identify the meanings underlying the observed patterns and also in helping to translate the evidence into practice through exploration of the politics, subjectivity and the conflicts that are involved in the changes to organizational practice (Carter, 2000). Conclusion The implementation and the design of the EBM is not an aspect that should be generalized and opposed without full evaluation. The implementation as well as the design of EBM should be subject to critical inquiry. The critique by Learmouth & Harding (2007) evades some aspects and in doing so mislead the audience. There is no denying that EBM may affect all the management aspects but the same should not be a reason to abandon the approach. There should and will be movements towards EBM which involve many of the community that are interested in the design of the same. There will be development, implementation, learning and redesign over time. Fear of loss should not hinder the focus for the opportunity on constructive change. References Axelsson , R . 1998 . ‘ Towards an Evidence-based Health Care Management ’ , International    Journal of Health Planning and Management , 13 , 307 – 17 . Ferlie , E . , J . Gabbay , L . Fitzgerald , et al . 2001 . ‘ Evidence-based Medicine and   Ã‚  Ã‚   Organisational Change: an Overview of Some Recent Qualitative Research ’ , in L .   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Ashburner ( ed .), Organisational Behaviour and Organisational Studies in Health Care:   Ã‚  Ã‚  Ã‚  Ã‚   Refl ections on the Future . Basingstoke : Palgrave Macmillan, pp . 18 – 42 . Carter , J . 2000 . ‘ New Public Management and Equal Opportunities in the NHS ’ , Critical   Ã‚  Ã‚   Social Policy , 20 , 61 – 83 . Harrison , S . 1998 . ‘ The Politics of Evidence-based Medicine ’ , Policy and Politics , 26 , 15 –   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   31 . Kovner , A . R . , J . J . Elton and J . Billings . 2000 . ‘ Evidence-based Management ’ , Frontiers   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   of Health Services Management , 16 , 3 – 24 . Linstead , S . and R . Grafton-Small . 1992 . ‘ On Reading Organizational Culture ’ ,   Ã‚  Ã‚  Ã‚   Organization Studies , 13 , 331 – 55 . Parker , M . 2002 . Against Management: Organization in the Age of Managerialism .   Ã‚  Ã‚   Cambridge : Polity Press Learmouth, M., & Harding, N. (April 01, 2007). Evidence-based management: The very   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   idea.  Sage Public Administration Abstracts,  34,  1.)

Osmosis Internal Assessment – Biology Higher Level

| The effect of salinity on osmosis of solanum tuberosum L. (potatoes)| Biology HL Internal Assessment – Year 10| | Teresa Nguyen| | Table of Contents 1 DESIGN2 1. 1 Defining the problem2 FOCUS QUESTION2 HYPOTHESIS2 BACKGROUND INFORMATION2 INVESTIGATION VARIABLES3 1. 2 Controlling Variables3 TREATMENT OF THE CONTROLLED VARIABLES3 CONTROL EXPERIMENT4 1. 3 Experimental Method4 MATERIALS4 RISK ASSESSMENT5 METHOD5 2 DATA COLLECTION and PROCESSING7 2. 1 Recording Raw data7 QUANTITATIVE RAW DATA7 QUALITATIVE RAW DATA7 2. 2 Processing Raw Data8 Processed Data Table9 3 Conclusions and Evaluation11 3. 1 Conclusion11CONCLUSION STATEMENT11 CONCLUSION EXPLANATION11 3. 2 Evaluation Procedures12 RELIABLITY12 LIMITATIONS/WEAKNESSES/ERROR IN LABORATORY INVESTIGATIONS13 3. 3 Improving the Investigation14 MODIFICATION TO THE EXPERIMENT14 Bibliography15 Appendixes16 Appendix A – Risk Assessment16 Appendix B – Turnitin Receipt19 Appendix C – Journal19 1 DESIGN 1. 1 Defining t he problem FOCUS QUESTION What is the effect of osmosis on the mass (g) of solanum tuberosum L. (potatoes) after duration of 24 hours in varying concentration levels (2%, 5%, 10%, 20% and 25%) of sodium chloride (table salt)? HYPOTHESIS Solanum tuberosum L. inal masses will decline as the concentration (2%, 5%, 10%, 20% and 25%) of sodium chloride increases. Potato slices placed in distilled water will have higher mass percentage due to the cells becoming turgid. BACKGROUND INFORMATION Diffusion is the movement of molecules from a hypertonic (high concentration solute) to the hypotonic (low concentration of solute). There are different types of diffusion one of which is osmosis. Osmosis is the movement of water molecules through a semipermeable membrane that allows only smaller molecules such as water to pass through and prevent larger molecules to enter such as glucose or sodium chloride. Bozeman Biology, 2012) Within osmosis comparison between the different solutions standard term inology are used to describe the differences such as Isotonic, hypertonic and hypotonic as mentioned earlier. Isotonic is when the solution has equal concentration of solutes. Hypertonic is when the solution has concentration of the solute. In contrast, hypotonic is when the solution has lower concentration of the solute. (Bowen, 2002) Plant cells are known to have strong cell walls that when osmosis allows water to be taken up it swells. However, to prevent the cell from bursting the cells become turgid.The pressure within the cell rises and gradually the internal pressure has increased to an extent which even water molecules cannot enter. (Nigel D Purchon, 2012) This is convenient for plants as they do not have skeletons, thus their leaves and stems are supported by the pressure of the water. Loss of water by osmosis causes the plant to become flaccid which the plasma membrane withers from the cell wall. (BBC, 2012) INVESTIGATION VARIABLES TABLE 1 – Practical Investigation Variables Type of Variable| Identified Variable | Independent | The varied concentration level of Sodium Chloride (2%, 5%, 10%, 20% and 25%). Dependent | The differentiation of masses of the different potato pieces (final – initial mass) in each Sodium Chloride concentrations (2%, 5%, 10%, 20% and 25%) after 24 hours. | Controlled| Each trial is from the same potato. The quantity of solution given in each trial. The size of potato slices. Source of biological material. Potato pieces in distilled water. The duration of the investigation. The size of the test tubes. | Uncontrolled | Rate of osmosis. The initial salt concentration in the potato. Change in room temperature. | 1. 2 Controlling Variables TREATMENT OF THE CONTROLLED VARIABLESTABLE 2: Control Treatment of Variable Control Variables | Treatment | Each trial is from the same potato. | Each trial used pieces of potatoes from the same source. Thus, limits the variation of sources used. | The quantity of solution given in each trial. | Every test tube contained 25cm3 of solution. | The size of potato slices. | All potato pieces used were cut to a size of 2 cm in length. | The duration of the investigation. | All the trials were conducted in the same time duration of 24 hours. | Source of biological material. | All sources (potatoes) were purchased from the same producer. | The size of the test tubes. All trials used the same sized large test tubes. | CONTROL EXPERIMENT The control of this investigation is the potato pieces placed in distilled water over 24 hours. By being left in distilled water allows the no contamination of the unknown substances or sodium chloride to affect the osmosis process within the potato cells. According to theory, the potato slices in distilled water should increase in mass as the osmosis process would allow water to move through the semipermeable membrane of the potato cells. This control variable will allow the comparison of the masses of the potato pieces in sodium chl oride.Thus, revealing the effects of saline substances in plant osmosis. 1. 3 Experimental Method MATERIALS TABLE 3: List of apparatus Apparatus Required | Quantity Required | solanum tuberosum L. (Potatoes) | 1 Bud| Cork Borer| 1 | Fat Test tubes| 30| Sodium Chloride solution (2%, 5%, 10%, 20% and 25% )| 200cm3 (25cm3 per test tube)| Marker | 1| Paper towel roll| 1| Distilled Water| 200cm3 (25cm3 per test tube)| Ruler (30cm)| 1 | Electronic Scales ( ±Distilled Water(0. 00)1g)| 1 | Weigh Tray (70cm3) | 1| Tweezers | 1| Test tube stand (for 40 test tubes)| 1| RISK ASSESSMENT Refer to appendix. METHOD 1.Collect required apparatus. 2. Label five test tubes Distilled Water and place in one column in the test tube stand. 3. Repeat step 2 for 2%, 5%, 10%, 20% and 25%. Place them side-by-side in chronological order. Each row is now the number of trials. Label all the test tubes in the first row â€Å"1† then repeat with the other rows with, 2, 3, 4, and 5. 4. Set up the scale. 5. Cut the potato with the cork borer and use the metal rod with to push the potato onto a piece of paper towel. Using the ruler measure cut the pieces into 2cm. 6. Place the weigh tray on the scale then press â€Å"Tare†. Place the potato piece on the scales.Record results for ‘Initial Mass’. Repeat for every piece of potato. 7. Repeat step 6 and 7 for all the potatoes. 8. Pour 25cm3 of distilled water into each of the Distilled Water labelled test tubes. 9. Pour 25cm3 of 2% solution into each of the 2% labelled test tubes. 10. Repeat step 8 for 10%, 15%, 20% and 25%. 11. Place one piece of potato into a test tube with distilled water. Repeat using potato pieces from the same pile for the other trials. 12. Repeat step 12 with 2%, 5%, 10%, 20% and 25%. 13. Leave for 24 hours. 14. Record observations. 15. Place the weigh tray on the scale then press â€Å"Tare†. 16.Use tweezers to remove the potato piece from a â€Å"distilled test tube† and place it on the weigh tray. Record the mass for ‘Final Mass’. 17. Repeat step 16 before weighing each piece of potato. 18. Repeat step 17 for the rest of the trials and for 2%, 5%, 10%, 20% and 25%. Diagram 1: Experimental Set-up 2 DATA COLLECTION and PROCESSING 2. 1 Recording Raw data QUANTITATIVE RAW DATA Table 4: Raw Data of Potato Pieces’ masses ( ±0. 001g) after 24 hours in Various Sodium Chloride Solutions Trials | Concentrations ( ±0. 5%)| Initial Mass ( ±0. 001g)| Final Mass ( ±0. 001g)| 1| Distilled Water(0. 0) CONTROL| 1. 71| 1. 387| | 2. 0| 1. 181| 0. 885| | 5. 0| 1. 091| 0. 877| | 10. 0| 1. 196| 1. 058| | 20. 0| 1. 149| 1. 054| | 25. 0| 1. 094| 0. 995| 2| Distilled Water(0. 0) CONTROL| 1. 258| 1. 453| | 2. 0| 1. 160| 0. 805| | 5. 0| 1. 158| 0. 899| | 10. 0| 1. 186| 1. 002| | 20. 0| 1. 243| 1. 085| | 25. 0| 1. 166| 1. 060| 3| Distilled Water(0. 0) CONTROL| 1. 135| 1. 314| | 2. 0| 1. 254| 0. 856| | 5. 0| 1. 244| 1. 041| | 10. 0| 1. 079| 0. 936| | 20. 0| 1. 244| 1. 047| | 25. 0| 1. 109| 0. 942| 4| Distilled Water(0. 0) CONTROL| 1. 176| 1. 323| | 2. 0| 1. 247| 0. 902| | 5. 0| 1. 260| 1. 034| | 10. 0| 1. 225| 0. 992| 20. 0| 1. 160| 1. 021| | 25. 0| 1. 267| 1. 102| 5| Distilled Water(0. 0) CONTROL| 1. 151| 1. 345| | 2. 0| 1. 263| 0. 986| | 5. 0| 1. 173| 0. 894| | 10. 0| 1. 207| 1. 024| | 20. 0| 1. 163| 1. 017| | 25. 0| 1. 165| 1. 068| QUALITATIVE RAW DATA During the investigation it was noted the potato pieces were tinged with yellow and had firm textures to them. After the twenty four hours the texture of the potato pieces had changed from firm to mushy. Also, there was a drastic change in the physical appearance of the potato pieces from a fully yellow tinged to partially brown. Potato pieces in 2% were the ushiest and were darkest in colour. As the concentration of Sodium Chloride increased the changes of the brown colouring and mushiness decreased. However, the control remained firm and did not go mushy or change in colour. This chan ge in colour could be due to decay of the potato tissues as more and more cells become hypertonic. Trial 1, 25% – Visible physical change in appearance from yellow to brown Trial 1, 25% – Visible physical change in appearance from yellow to brown 2. 2 Processing Raw Data Table 5: Statistical Processing Calculations | Formulae| Solution| Calculation| Results (g)|Mass Changed ( ±0. 001g)| Final Mass- Initial Mass=Mass Changed| Distilled Water – 0. 00% (Control) Trial 1| 1. 387g-1. 171g=0. 216g| 2. 36g| Mean ( ±0. 001g)| x =X n mean=(Sum of all the products)(Number of prouducts)| Distilled Water – 0. 00% (Control)| 0. 186g=0. 216g+0. 195g+0. 179g+0. 147g+0. 194g5| 0. 186g| Standard Deviation ( ±0. 001g)| s = x- x2 n-1 Standard Deviation=Sum of (each value-mean)2Number of values-1| Distilled Water – 0. 00% (Control)| 0. 026g= (0. 216-0. 186)2+(0. 195-0. 186)2+(0. 179-0. 186)2(0. 147-0. 186)2+(0. 194-0. 186)25-1 | 0. 026g| Percentage Change| Mass Changed Initial Mass? 00=percentage change| Distilled Water – 0. 00% (Control) Trial 1| 0. 2161. 171? 18. 4%| 18. 4%| Processed Data Table Table 6: The Differences between the Initial Mass (g), Final Mass (g) of the Potato Pieces after 24 hours in Sodium Chloride Solution Trials | Concentrations ( ± 0. 05%) | Initial Mass ( ±0. 001g)| Final Mass( ±0. 001g)| Changes in Mass( ±0. 002g)| Percentage Change (0. 02%)| 1| Distilled Water(0. 0) CONTROL| 1. 171| 1. 387| 0. 216| 18. 45| | 2. 0| 1. 181| 0. 885| -0. 296| -25. 06| | 5. 0| 1. 091| 0. 877| -0. 214| -19. 62| | 10. 0| 1. 196| 1. 058| -0. 138| -11. 54| | 20. 0| 1. 49| 1. 054| -0. 095| -8. 27| | 25. 0| 1. 094| 0. 995| -0. 099| -9. 05| 2| Distilled Water(0. 0) CONTROL| 1. 258| 1. 453| 0. 195| 15. 50| | 2. 0| 1. 160| 0. 805| -0. 355| -30. 60| | 5. 0| 1. 158| 0. 899| -0. 259| -22. 37| | 10. 0| 1. 186| 1. 002| -0. 184| -15. 51| | 20. 0| 1. 243| 1. 085| -0. 158| -12. 71| | 25. 0| 1. 166| 1. 060| -0. 106| -9. 09| 3| Distilled Water(0. 0) CONTROL| 1. 135| 1. 314| 0. 179| 15. 77| | 2. 0| 1. 254| 0. 856| -0. 398| -31. 74| | 5. 0| 1. 244| 1. 041| -0. 203| -16. 32| | 10. 0| 1. 079| 0. 936| -0. 143| -13. 25| | 20. 0| 1. 244| 1. 047| -0. 197| -15. 84| | 25. | 1. 109| 0. 942| -0. 167| -15. 06| 4| Distilled Water(0. 0) CONTROL| 1. 176| 1. 323| 0. 147| 12. 50| | 2. 0| 1. 247| 0. 902| -0. 345| -27. 67| | 5. 0| 1. 260| 1. 034| -0. 226| -17. 94| | 10. 0| 1. 225| 0. 992| -0. 233| -19. 02| | 20. 0| 1. 160| 1. 021| -0. 139| -11. 98| | 25. 0| 1. 267| 1. 102| -0. 165| -13. 02| 5| Distilled Water(0. 0) CONTROL| 1. 151| 1. 345| 0. 194| 16. 85| | 2. 0| 1. 263| 0. 986| -0. 277| -21. 93| | 5. 0| 1. 173| 0. 894| -0. 279| -23. 79| | 10. 0| 1. 207| 1. 024| -0. 183| -15. 16| | 20. 0| 1. 163| 1. 017| -0. 146| -12. 55| | 25. 0| 1. 165| 1. 068| -0. 097| -8. 33|Table 7: Average percentage masses of Sodium Chloride Solutions ( ±0. 5%) and Distilled Water Trials| Distilled Water (Control)| 2. 0%| 5. 0%| 10. 0%| 20. 0%| 25. 0%| 1| 18. 45| -25. 06| -19. 62| -11. 54| -8. 27| -9. 05| 2| 15. 50| -30. 60| -22. 37| -15. 51| -12. 71| -9. 09| 3| 15. 77| -31. 74| -16. 32| -13. 25| -15. 84| -15. 06| 4| 12. 50| -27. 67| -17. 94| -19. 02| -11. 98| -13. 02| 5| 16. 85| -23. 79| -23. 79| -15. 16| -12. 55| -8. 33| Mean| 15. 81| -27. 77| -20. 00| -14. 90| -12. 27| -10. 91| Trials| Distilled Water (Control)| 2. 0%| 5. 0%| 10. 0%| 20. 0%| 25. 0%| 1| 0. 216| -0. 296| -0. 214| -0. 38| -0. 095| -0. 099| 2| 0. 195| -0. 355| -0. 259| -0. 184| -0. 158| -0. 106| 3| 0. 179| -0. 398| -0. 203| -0. 143| -0. 197| -0. 167| 4| 0. 147| -0. 345| -0. 226| -0. 233| -0. 139| -0. 165| 5| 0. 194| -0. 277| -0. 279| -0. 183| -0. 146| -0. 097| Averages| 0. 186| -0. 334| -0. 236| -0. 176| -0. 147| -0. 127| Standard Deviation| 0. 026| 0. 048| 0. 032| 0. 038| 0. 037| 0. 036| Table 8: Average percentage masses ( ±0. 02%) of various Sodium Chloride Solutions ( ±0. 5%) and Distilled Water Graph 1: The relationship between the varied sodium chloride solutio ns and the control over 24 hours GRAPH COMMENTARYIt appears that Graph 1 represents the relationship between the mass changes and the sodium chloride concentrations (0%, 2%, 5%, 10%, 20% and 25%). The graph displays that there was a major decrease in size mainly in the 2% and only potato pieces in the distilled water were able to increase in mass. 3 Conclusions and Evaluation 3. 1 Conclusion CONCLUSION STATEMENT The aim of this investigation was to test the effect of the varied sodium concentration on the osmosis of potato. This aim of the investigation was accomplished as there were significant differences on the effect of the varied sodium chloride solutions.Although the data has proven the hypothesis to be false. CONCLUSION EXPLANATION Data produced from this investigation reveals that the hypothesis suggested earlier is incorrect. As shown in Graph 1, the average for 2% concentration had a more drastic decrease than the 25% concentration. Thus, disproving the hypothesis which st ates as the concentration level of sodium chloride increases the masses will decrease in relation. On the contrary the results suggested decrease in concentration of the solution will greater the decrease in mass after a period of time.For example, the average percentages change for the 2% concentration decreased by approximately 27. 77% in comparison to the average percentages change of 10. 91% of the 25% concentration of sodium chloride. This would suggest that any concentration higher than 2% concentration of sodium chloride would cause the potato cell to become turgid and hypotonic as a result of the higher concentration of water entering the potato cell. By becoming turgid the cell is no longer allowing the diffusion of any molecules into the cell thus preventing osmosis to occur.The higher the percentage the faster the occurrence of the osmosis causing the cell to become turgid faster and preventing the water molecules enter. With this in mind, questions the reliability of the data despite the evidence of the balanced error bars. The effects of â€Å"sodium chloride concentration had decreased the mass as the concentration levels increased. † (Roberts, et al. , 2009) This investigation supports the hypothesis stated earlier. In this investigation the results as the researchers were able to conclude on the results of their 0. % decreasing the lease and with their maximum concentration of 2% giving the largest change in mass. However, this investigation was conducted in the time from of only 30 minutes not 24 hours. On the other hand, a research â€Å"The Effect of Salinity on Osmosis in Solanum tuberosum (potatoes)† provided much similar results and was also conducted in a similar environment. This investigation supports the results obtained in this experiment justifying â€Å"0. 1% and 0. 5% declined in mass with a rapid rate† and â€Å"10% and increasing, the rate was much slower† (Holler, 2012) . 2 Evaluation Procedures RELI ABLITY Measurements were measured with by only one researcher and thus eliminated the possible chances of human error that may occur if the measurements were recorded by multiple people. The trials of this investigation were conducted in a chronological order and one-by-one. This process was also repeated five times for the each concentration to increase the reliability. The standard deviation displayed quite minimal and well balanced which shows there were minimal significant errors that may have occurred throughout the experiment.However some the errors that perhaps occurred due to some of the pieces were penetrated by the rod in removing them from the corer, this may have caused some significant error and decreases the reliability of the experiment. Due to the use of the same size potato it can be assumed that the reliability of this investigation is dependable as there is little differentiation in size. Also, all the potato pieces were from the same potato meaning they were also from the source limiting any uncontrolled variables to occur and increase the reliability of this investigation.The uncertainties of this experiment were quite minimal however perhaps may have occurred during the process of weighing the mass of the potato pieces due to not pressing ‘tare’ before measuring the mass of each piece therefore altering the masses slightly and increasing the uncertainties. LIMITATIONS/WEAKNESSES/ERROR IN LABORATORY INVESTIGATIONS Table 9: Possible limitations with the investigation and improvement to these errors Limitations/weaknesses/error in the laboratory| Improvement| Inaccuracy in the measurements when cutting the potato pieces in to 2cm length. Due to the minimal cooking skill of the researcher the potato pieces were not precisely 2. 0cm but perhaps to varied 2. 1 cm. Significance of this would affect the data as is contradicts its purpose as a controlled variable. To improve on this matter perhaps cutting the potato into a cube or rec tangle shape to a 4cm height then using a corer to remove pieces of potato. After, line the all the potato pieces and cut all of them simultaneously in half. This would reduce the variance of the sizes. | Penetration of the potato pieces by the rod of the corer. The rod used to push the potato pieces out of the corer was bent and proved difficult to utilise as it failed to push the potatoes out and penetrated them. Penetration to the potato pieces will increase the surface area and increase the occurrence of osmosis leading onto questioning the reliability of the investigation. Perhaps in a replication of this experiment to use a larger corer size and a straight rod to prevent unnecessary penetrations to the potato pieces. | Time limit in conducting the experiment. Because of the time limit in the beginning of the experiment many errors occurred due to the experimenter rushing. These errors that may be able to be prevented if the time for the experiment was to be increased. | Excess Sodium Chloride when measuring the final mass of the potato pieces. | When measuring the mass of the final potato pieces, only two ply of paper towel were used to dry of the excess solutions. However after the 3rd trial the paper was far too damp to dry off anymore excess which could altered the results. This could be simple resolved by using more plies of paper towel. 3. 3 Improving the Investigation MODIFICATION TO THE EXPERIMENT To decrease the uncertainties a different method could be used to cut the potato pieces simultaneously therefore limiting the slightly varied sized pieces. This new method could be lining all 30 potato pieces in a straight line then measuring 2cm and cutting all the pieces in one cut. This mew method will likely to decrease the uncertainty when cutting the potato pieces. Creating a longer time limit to the investigation would provide time to increase the reliability of this investigation.By creating a different method to create the potato pieces so that there is no penetration of the use of the rod from the corer. In this investigation a small corer was utilised along with a bent rod was used to remove the pieces which caused penetrations in the potato pieces. If this investigation was to be replicated perhaps using a larger corer will be less difficult to remove the potato pieces and decreasing the chances of penetrating the pieces. Another method that could be considered is to not use the corer and cut the pieces manually from the potato, firstly into a rectangular prism or cube.This method will completely eliminate the chances of penetration of the potato pieces thus, increasing the reliability of the data produced and of the investigation. Modifications to the experiment perhaps include an extension to explore different variables that would affect osmosis. These extensions could be exploring the effect of surface -area, temperature and perhaps comparison on the use of sucrose solution against the salinity. An interesting extens ion would be to include a vice-versa investigation to test the effect of the potato pieces to return to its original mass if placed in distilled water.Bibliography Websites | Nigel D Purchon. 2012. Osmosis | Gondar Design Biology. [ONLINE] Available at: http://purchon. com/wordpress/biology/? page_id=173. [Accessed 01 October 12]. | BBC. 2012. BBC – GCSE Bitesize: Osmosis in cells. [ONLINE] Available at:http://www. bbc. co. uk/schools/gcsebitesize/science/add_gateway_pre_2011/greenworld/waterrev2. shtml. [Accessed 01 October 12]. | Bowen. 2002. Osmosis. [ONLINE] Available at:http://arbl. cvmbs. colostate. edu/hbooks/cmb/cells/pmemb/osmosis. html. [Accessed 08 October 12]. | Videos | Bozeman Biology. (2012). AP Biology Lab 1: Diffusion and Osmosis. Online Video]. 14 March. Available from:  http://www. youtube. com/watch? v=LeS2-6zHn6M. [Accessed: 01 October 2012]. | Online Documents | Roberts, M. , Kolbenschlag, J. , Brady, J. & Rice, T. , 2009. Effect of Concetration on Osm osis. [Online] Available at: https://docs. google. com/viewer? a=v&q=cache:ioq9fMDSyNgJ:www. bvsd. org/schools/MonarchHigh/teachers/kdonley/Vodcasts%2520and%2520Podcasts/Student%2520Projects/Osmosis%2520Labs%252009-10/Effect%2520of%2520Concentration%2520on%2520Osmosis. pptx+&hl=en&pid=bl&s [Accessed 11 November 2012]. | Word Documents |Holler, B. , 2012. The Effect of Salinity on Osmosis in Solanum tuberosum (potatoes). Gold Coast: Bianca Holler. | Appendixes Appendix A – Risk Assessment Appendix B – Turnitin Receipt â€Å"Osmosis Potato IA Term 4† to the assignment â€Å"Osmosis prac. † in the class â€Å"A. Lal 2012 Year 10 Term 4 Osmosis† on 12-Nov-2012 09:28PM. Your paper id is 283825801. Appendix C – Journal Date| Task| Time | 1st of October | Constructed design and completed background information/theory | 120 minutes | 2nd of October | Constructed method and experimental materials | 60 minutes | 8th of October | Completed

Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay Essays

Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay Essays Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay Essay Embracing A Philosophy That Promotes Mutually Beneficial Strategic Alliances Accounting Essay Essay Established in 1981, the Linear Group is a airy and mission driven administration dedicated to meeting and transcending the demands of its clients and spouses. Embracing a doctrine that promotes reciprocally good strategic confederations with the purpose of blending the strengths and operational efficiencies of its venture spouses, Linear has enjoyed great success in its enterprise. Headquartered in Penang with offices in Kuala Lumpur and Petaling Jaya every bit good as a distribution web that spans across the Earth, Linear is today one of the taking warming, airing and air-conditioning ( HVAC ) solution suppliers in the ASEAN part. Flag-shipped by Linear Corporation Berhad, a public company listed on the Main Board of Bursa Malaysia ( The Malaysian Bourse ) . Linear offers market expertness in the countries of fabrication, selling, gross revenues and distribution of HVAC merchandises, multi-disciplinary technology services and incorporate HVAC solutions playing as a individual beginning supplier for Clients who require a comprehensive scope of HVAC merchandises and the technology expertness to develop substructure required to ease them. By incorporating the assorted activities under a diversified portfolio, the Linear Group has successfully evolved and reinvented itself to thrive and run into the challenges of a invariably altering planetary economic system. The Linear Group has achieved international acknowledgment. 1.2 Group Structure The inside informations of the subordinate companies of Linear Corporation Berhad ( 288687-W ) are as follows: LCI Global Sdn Bhd ( once known as Linear Cooling Industries Sdn Bhd ) Clasps Ko Lim BAC Sdn Bhd Linear Water Treatment Sdn Bhd Linear District Cooling ( GCC ) Sdn Bhd ( once known as Linear Ice Solutions Sdn Bhd ) Linear-TES Sdn Bhd ( once known as Linear Ventures Sdn Bhd ) PrimeAce Holdings Sdn Bhd District Cooling Systems Sdn Bhd Imux ( Asia ) Limited BAC Cooling Technology Sdn Bhd PrimeAce Venture Limited Clasps Unified Systems Pte Ltd Clasps Idea-Hub.com Limited Linear Water Tank Sdn Bhd Linear Composites Sdn Bhd Clasps Linear Complexs Marketing Sdn Bhd Linear Cooling Technology Sdn Bhd Linear Towerline ( M ) Sdn Bhd ( once known as Nihon Spindle ( M ) Sdn Bhd ) 1.3 Board Of Directors PERVEZ RUSTIM MANECKSHA @ PAUL MANECKSHA Chairman A ; Independent Non-Executive Director and member of the Audit Committee Mr Pervez Rustim Manecksha @ Paul Manecksha, a Malayan, aged 63, was appointed to the Board on 12 February 2007 and as Chairman on 2 June 2008. He is a Barrister-at-Law of the Honourable Society of the Inner Temple, London, United Kingdom. He was admitted as an Advocate and Solicitor of the High Court of Malaya in 1971 and has been in active jurisprudence pattern since so. He was besides admitted as a Barrister and Solicitor in Canberra, Australia in 1978. He is presently the Managing and Principal Partner of the jurisprudence house, PR Manecksha A ; Associates. He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad ESWARAMOORTHY PILLAY S/O AMUTHER Executive Director Mr Eswaramoorthy Pillay S/O Amuther ( Bryann ) , a Singaporean, aged 43, was appointed to the Board on 8 December 2006 and as Executive Director on 26 December 2006. He holds a Maestro s Degree in Business Studies from the University of Newport, United States of America and has extended experience in the field of information engineering. He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. MEVIN NEVIS A/L AF NEVIS Executive Director Mr Mevin Nevis A/L AF Nevis, a Malayan, aged 55, was appointed to the Board on 22 February 2008 and as Executive Director on 2 June 2008. He graduated from the INSEAD EURO ASIA International Management Programme in Fontainebleau, France and holds a Maestro s Degree in Business Administration, Executive Management. He started his calling with Standard Chartered Bank Berhad ( the Bank ) in 1972. Rising through the ranks under the Bank s Executive Management Trainee plan, he has held assorted executive and senior managerial places in the Bank during the period from 1980 to 2007 such as Branch Manager, Area Manager for Northern/Central Region, Head of Small A ; Medium Enterprises, Head of Large Local Corporations and Head of Product Management for Cash Management, Trade A ; Securities Services. From 1990 to 1992, he was assigned to the Bank s offices in Chicago and Los Angeles in the United States of America as Senior Relationship Manager for transnational corporate concerns. His las t poster before he left the Bank in October 2007 was as Director/Head of Transaction Banking. Thereafter, he joined the Linear Group in late 2007. He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. KHOO ENG CHIN Independent Non-Executive Director A Mr. Khoo Eng Chin, a Malayan, aged 52, was appointed to the Board on 22 February 2010A as Independent Non-Executive Director.A He holds a Bachelor of Economics from La Trobe University, Victoria, Australia.A He started his calling with Malayan International Merchant Bankers Berhad ( MIMB ) in 1986.A He was involved in all facets of Corporate Advisory, Corporate Banking and Money Market operations.A He was with MIMB for 10 old ages and in 1996, he left MIMB as an Assistant Branch Manager to fall in ECM Libra Securities Sdn. Bhd. ( once known as Smith Zain Securities Sdn. Bhd. ) .A In 2004, he joined Kenanga Investment Bank as the Senior Manager, Corporate Finance and in October 2008, he left Kenanga Investment Bank as an Assistant Vice President.A He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. A SAW HENG SOO Executive Director A Saw Heng Soo, a Malayan, aged 54, was appointed to the Board on 7 May 2010 as Executive Director.A He graduated with a Diploma in Commerce from Kolej Tunku Abdul Raman Malaysia in 1980 and completed his scrutiny of Association of Chartered Certified Accountants ( ACCA ) in 1981.A He has been a member of the ACCA in 1984 and Fellow of ACCA in 2001. Over the last 34 old ages of his calling, he had worked with the International Accounting Firms for 8 years.A He had besides served as Group Chief Accountant/Director of Subsidiaries with Chocolate Products Berhad for 5 years.A He was General Manager of Trade Ocean Exporter Sdn. Bhd. , an international nutrient exporter, for about 2 years.A He was Operations Manager of Berjaya Sports Toto Filipino Operationss for about 2 years.A He served as General Manager of Paragon Paper-Mill of Hai Meng Holdings Berhad for about 3 years.A He was appointed as Senior General Manager of Golden Frontier Berhad and subsequently promoted to Group Operations Director for 10 years.A He is presently attached to an investing keeping company as a Director and is non a manager of any other public company listed on Bursa Malaysia Securities Berhad. A YAP CHEE KEONG Executive Director A Yap Chee Keong, a Malayan, aged 55, was appointed to the Board on 7 May 2010 as Executive Director.A He holds a Bachelor of Arts ( First Class Honours ) grade in Economicss from the University Of Leeds, United Kingdom ( 1978 ) .A He is besides a Chartered Accountant of the Institute of Chartered Accountants of Scotland ( 1981 ) .A He has scrutinizing experience in England from 1978 to 1981.A He besides has extended fiscal experience gained from his calling in merchandiser banking from 1981 to 1997 with Bumiputra Merchant Bankers Berhad.A He is now a Financial Adviser and Company Director.A He has served as a Director of several public listed companies but is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. A NEOH CHEE KEAN Independent Non-Executive Director A Mr. Neoh Chee Kean, a Malayan, aged 56, was appointed to the Board on 7 May 2010 as Independent Non-Executive Director.A He graduated as a Chartered Accountant from ACCA in the United Kingdom in 1977 and was admitted as an Associate of ACCA in 1981 and a chap in 1986.A He was besides admitted as a member of the Malaysian Institute of Accountants in 1981.A He has more than 30 old ages of working experience in accounting, audit, finance, revenue enhancement, company secretarial and fabrication which he accumulated in an International Audit Firm, a transnational company and direction consultancy firms.A He is presently non a manager of any other public company listed on Bursa Malaysia Securities Berhad. Other Information of BOD None of the Directors are significant stockholders of the Company. There are no household relationships among the Directors and/or significant stockholders of the Company. None of the Directors has any struggle of involvement with the Company. None of the Directors has been convicted of any offense, other than traffic offenses, within the past 10 old ages. 1.4 Corporate Doctrine Our Strategic Vision Linear s passion is to be a prima multi-country industrial endeavor turning globally through winning partnerships in the field of chilling, warming and its related merchandises and services. Our purpose is to present entire client satisfaction by guaranting best quality and best cost through operational excellence and uninterrupted invention. Our Mission To be the leader in all related market sections Our Goal To be the high quality best cost leader in all our merchandises and services Our Corporate Values A ; Credo i Longevity in merchandise quality, concern partnerships and employee dealingss i Innovative in our pursuit for uninterrupted betterments and cost decreases i No barriers in communicating with our clients, spouses and employees iExcellence and entrepreneurship in all we do iAgile and fast in all our actions iResult orientated and honoring to our employees and stockholders 2.0 BUSINESS BACKGROUND 2.1 Core Businesss 1. Fabrication and distribution of HVAC merchandises ( capacitor, evaporator, chilling tower ) 2. Technology services, after gross revenues and care services, H2O intervention 3. Design, physique and run territory chilling workss What Linear Offers: Design and customisation District chilling works design Design audit and professional sentiment Customisation of system demands based on clients demands Construction HVAC equipment supplier District chilling works builder Testing and commissioning of territory chilling workss Controling and supervising systems Operationss District chilling works direction District chilling works public presentation optimization Water intervention services for chilling towers After gross revenues and services for all HVAC merchandises Support and ownership Linear will plan, concept and run territory chilling workss on a JV or ain Utility charges will be levied based on usage with a minimal up-take Market Reach Linear s solutions are widely used in: aˆ?A A A Central concern territories aˆ?A A A Industrial Parkss aˆ?A A A Shopping promenades aˆ?A A A Hotels aˆ?A A A Convention centres aˆ?A A A Railway Stationss aˆ?A A A Airports aˆ?A A A Hypermarkets and supermarkets aˆ?A A A Office edifices aˆ?A A A Universities aˆ?A A A Hospitals Major HVAC Product Clients Undertaking Portfolio 2.3.1 Bandar Perda, Seberang Prai Owner Aseania Linear District Cooling System Sdn Bhd ( 100 % owned by Linear ) Rated end product capacity of chilling works 18,000 dozenss Water supply/return temperatures 34AÂ °F/54AÂ °F ( 1.1AÂ °C/12.2AÂ °C ) Description of undertaking 22,000 square pes, individual degree, stand-alone edifice that contains three 1,905 ton centrifugal H2O hair-raisers, three 2,180 ton traffic circle screw compressors hair-raisers and 50,000 ton-hours of external thaw ice-based thermic storage. Plant in-service 2005 ( Phase 1 ) Linear Group s range Design, Build, Operate and Own Bandar Perda Plant Facility 2.3.2 The Curve A Owner Boustead Linear Corporation Sdn Bhd ( 40 % owned by Linear ; 60 % owned by Boustead Properties Berhad ) Rated end product capacity of chilling works 7,600 dozenss Water supply/return temperatures 34AÂ °F/54AÂ °F ( 1.1AÂ °C/12.2AÂ °C ) Description of undertaking 9,800 square pes, individual degree works built on the roof of the 5-storey edifice. stand-alone edifice that contains two 850 ton centrifugal H2O hair-raisers, three 1,224 ton traffic circle screw compressor double evaporator hair-raisers and 25,600 ton-hours of external thaw ice-based thermic storage. Plant in-service December 2004 Linear Group s range ( a ) A A technology, procurance and building ; and ( B ) A A sole operation, care and direction The Curve Plant Facility 2.4 The Business Partners IR CHUA KENG SENG B.E. ( Hons ) , MIEM, P.Eng. , MASHRAE. MMIM. CPP Our Leading A ; Executive Consultant for our HVAC merchandises and District Cooling Projects. Over the past 25 old ages, Ir. Chua has been responsible for the design and supervising of building for more than 5 territory chilling undertakings locally. Ir. Chua, a seasonal lector and tester for the topic of HAVC at assorted universities, has conducted huge classs and seminars on the topic of thermic storage, co coevals systems supplying for big chilling systems, cost economy schemes, energy transition, effectual care and problem shot, planing and be aftering air conditioning systems for clients and user edifices. Ir. Chua is one of the taking and preferable District Cooling Plant adviser in this part with a combined end product of his undertakings wholly more than 120,000 dozenss of chilling. 3.0 Corporate Administration 3.1 BOARD OF DIRECTORS 3.1.1 Board Responsibilities The Board assumes overall duty for the Group s corporate administration and retains full and effectual control over the Group s concerns and personal businesss. As such, it has reserved for itself a agenda of affairs for consideration and determination which include inter alia, the Group s strategic concern way and action programs, hazards direction and internal control steps to guarantee the proper behavior of operations, fiscal and operating efficiency and public presentation of all concern units every bit good as human resource capablenesss within the Group. 3.1.2 Board Composition The Board presently has 7 members consisting 3 Independent Non-Executive Directors, 1 Non-Executive Director and 3 Executive Directors. The composing reflects that 1/3 of its members are independent. Jointly, the Directors bring to the Company a wide mix of concern, direction, fiscal, legal, selling and proficient expertness and experience to supply clear and effectual leading for the Group. Brief descriptions on the background of the Directors are presented on pages 5 and 6 of this one-year study. 3.1.3 Board Balance The Board is presently led by the Chairman who is an Independent Non-Executive Director. The Chairman is chiefly responsible for the orderly and effectual behavior of the Board whilst the Executive Directors are responsible for the devising of twenty-four hours to twenty-four hours concern and operational determinations and execution of the Board policies in run intoing the ends, vision and way set by the Board. The Independent Non-Executive Directors are non involved in the daily direction of the Group but they play a cardinal back uping function, lending their accomplishments and cognition in all major affairs and issues referred to the Board for consideration and blessing. Their function is peculiarly of import in guaranting that affairs proposed to the Board will be to the full discussed and examined, taking into history the long term involvement of the Company s minority stockholders. Most significantly, their parts will supply an component of objectiveness and independent judge ment to the Board. Mr. Pervez Rustim Manecksha @ Paul Manecksha is presently the designated Senior Independent Non-Executive Director to whom affairs of concern may be conveyed. 3.2 Board Committees To heighten concern and operational efficiency every bit good as to be in line with the best patterns prescribed by the Code, the Board had delegated specific undertakings to 5 Board Committees, viz. Audit Committee, Nomination Committee, Remuneration Committee, Risk Management and Investment Committee and Employees Share Options Committee, the composings of which are as follows: 3.2.1 Audit Committee ( consisting wholly Independent Non-Executive Directors ) Neoh Chee Kean Chairman Pervez Rustim Manecksha @ Paul Manecksha Member Khoo Eng Chin Member 3.2.2 Nomination Committee ( consisting wholly Independent Non-Executive Directors ) Pervez Rustim Manecksha @ Paul Manecksha Chairman Khoo Eng Chin Member 3.2.3 Remuneration Committee ( consisting wholly Independent Non-Executive Directors ) Pervez Rustim Manecksha @ Paul Manecksha Chairman Khoo Eng Chin Member 3.2.4 Risk Management and Investment Committee Saw Heng Soo Chairman Mevin Nevis A/L AF Nevis Member 3.2.5 Employees Share Options Committee Saw Heng Soo Chairman Mevin Nevis A/L AF Nevis Member 3.3 Appointments to the Board The Nomination Committee is charged with the responsibility to measure and reexamine the suitableness of campaigners nominated for assignment to the Board based on the campaigners makings, accomplishments and experience. In the class of this reappraisal, it will guarantee that the Board has the needed mix of accomplishments and experience for the effectual discharge of responsibilities. The Nomination Committee will so do its recommendations to the Board and the concluding determination on the assignment lies with the full Board. 3.4 Re-election of Directors Harmonizing to the Company s Articles of Association, all Directors appointed to the Board are capable to retirement at the first one-year general meeting of the Company. Thereafter, at least 1/3 of the Board is capable to retirement by rotary motion at every subsequent one-year general meeting provided that all Directors including the Managing Director shall retire one time in every 3 old ages in conformity with the Listing Requirements of Bursa Securities ( the List Requirements ) . The Articles of Association farther provides that all new Directors shall retire at the one-year general meeting subsequent to their assignment, and that all retiring Directors are eligible for re-election. The Board, upon the recommendation of the Nomination Committee, will usually put up the retiring Directors for re-election. The Directors standing for re-election at the forthcoming one-year general meeting are Mr. Khoo Eng Chin, Mr. Saw Heng Soo, Mr. Yap Chee Keong and Mr. Neoh Chee Kean. They are all eligible for re-election and have offered themselves for re-election. The Board, upon the recommendation of the Nomination Committee, has nominated the retiring Directors for re-election at the Company s forthcoming Sixteenth Annual General Meeting. 4.0 AUDIT COMMITTEE 4.1 Composition The Audit Committee of Linear Corporation Berhad presently comprises all Independent Non-Executive Directors viz. : Neoh Chee Kean Chairman Pervez Rustim Manecksha @ Paul Manecksha Member Khoo Eng Chin Member 4.2 Footings Of Reference Of Audit Committee The Audit Committee is governed by the undermentioned Footings of Reference which are in line with the Malayan Code on Corporate Administration: 4.2.1 Composition of members The Board shall elect the Audit Committee members from amongst themselves consisting no fewer than three ( 3 ) managers. All members of the Audit Committee shall be non-executive managers who possess equal fiscal cognition to dispatch their maps efficaciously. A bulk of the Audit Committee members shall be independent managers. The term of office of the Audit Committee is three ( 3 ) old ages and may be re-nominated and appointed by the Board of Directors. In this regard, the Board adopts the definition of independent manager as defined under Bursa Securities s List Requirements. At least 1 member of the Audit Committee must be: ( a ) a member of the Malaysian Institute of Accountants ( MIA ) ; or ( B ) if he is non a member of MIA, he must hold at least three ( 3 ) old ages of working experience and: ( I ) he must hold passed the scrutinies specified in Part 1 of the 1st Agenda of the Accountants Act,1967 ; or ( two ) he must be a member of one ( 1 ) of the associations of comptrollers specified in Part II of the 1st Agenda of the Accountants Act, 1967 ; or ( degree Celsius ) fulfills such other demands as prescribed by the Exchange No alternate manager of the Board shall be appointed as a member of the Audit Committee. 4.2.2 Retirement and surrender If a member of the Audit Committee resigns, dies, or for any ground ceases to be a member with the consequence that the figure of members is reduced below three ( 3 ) , the Board shall within three ( 3 ) months of the event appoint such figure of the new members as may be required to make full the vacancy. 4.2.3 Chairman The Chairman of the Audit Committee, elected from amongst the Audit Committee members, shall be an independent manager. The Chairman of the Committee shall be approved by the Board of Directors. 4.2.4 Secretary The Secretary of the Audit Committee shall be the Company Secretary. The Secretary shall be responsible for pulling up the docket with concurrency of the Chairman and go arounding it, supported by explanatory certification to members of the Audit Committee prior to each meeting. The Secretary shall besides be responsible for maintaining the proceedingss of meetings of the Audit Committee, go arounding them to members of the Audit Committee and to the other members of the Board of Directors and for following up outstanding affairs. 4.2.5 Meetings The Audit Committee meetings shall be conducted at least four ( 4 ) times yearly, or more often as fortunes dictate. In add-on, the Chairman may name for extra meetings at any clip at the Chairman s discretion. In the absence of the Chairman, the other independent manager shall be the Chairman for that meeting. The members of the Audit Committee, General Manager ( Corporate Affairs, Finance and Administration ) , Finance Manager and the caput of internal audit will usually be in attending at the meetings. Representatives of the external hearers are to be in attending at meetings where affairs associating to the audit of the statutory histories and/or external hearers are to be discussed. Other Directors, officers and employees of the Company and/or Group may be invited to go to, except for those parts of the meetings where their presence is considered inappropriate, as determined by the Audit Committee. However, at least twice a twelvemonth the Audit Committee shall run into with the external hearers without any executive board member nowadays. Minutess of each meeting shall be kept and distributed to each member of the Audit Committee and besides to the other members of the Board of Directors. The Audit Committee Chairman shall describe on each meeting to the Board of Directors. 4.2.6 Quorum The quorum for the Audit Committee run intoing shall be the bulk of members present whom must be independent managers. 4.2.7 Reporting The Audit Committee shall describe to the Board of Directors, either officially in authorship, or verbally, as it considers appropriate on the affairs within its footings of mention at least one time a twelvemonth, but more often if it so wishes. The Audit Committee shall describe to the Board of Directors on any specific affairs referred to it by the Board for probe and study. 4.2.8 Objective The chief aim of the Audit Committee is to help the Board of Directors in dispatching its statutory responsibilities and duties associating to accounting and coverage patterns of the keeping company and each of its subordinates. In add-on, the Audit Committee shall: ( a ) evaluate the quality of the audits performed by the internal and external hearers ; ( B ) provide confidence that the fiscal information presented by direction is relevant, dependable and seasonably ; ( degree Celsius ) oversee conformity with Torahs and ordinances and observation of a proper codification of behavior ; ( vitamin D ) determine the quality, adequateness and effectivity of the Group s control environment ; and ( vitamin E ) develop and keep an effectual hazard direction system and procedures are applied in the twenty-four hours to twenty-four hours concern and activities. 4.2.9 Authority The Audit Committee shall, in conformity with a process to be determined by the Board of Directors and at the disbursal of the Company: ( a ) authorise to look into any activity within its footings of mention. All employees shall be directed to co-operate as requested by members of the Audit Committee ; ( B ) have full and unlimited/unrestricted entree to all information and documents/resources which are required to execute its responsibilities every bit good as to the internal and external hearers and senior direction of the Company and Group ; ( degree Celsius ) obtain, at the disbursal of the Company, other independent professional advice or other advice and to procure the attending of foreigners with relevant experience and expertness if it considers necessary ; ( vitamin D ) be able to convene meetings with the external hearers whenever deemed necessary ; ( vitamin E ) be able to do relevant studies when necessary to the relevant governments if a breach of the Listing Requirements occurred ; ( degree Fahrenheit ) be kept informed every bit shortly as possible of any inauspicious development originating from any event such material judicial proceeding ; and ( g ) the Audit Committee shall hold the power to set up Sub-Committee ( s ) and depute its powers to such Sub-Committee ( s ) for the intent of transporting out certain probes on its behalf in such mode as the Audit Committee deems fit and necessary and, to name any individual ( s ) as member ( s ) of the Sub-Committee ( s ) and/or as Head of Internal Audit who shall describe straight to the Audit Committee. 4.2.10 Duties and Duties The responsibilities and duties of the Audit Committee are as follows: ( a ) To reexamine the care and control of an effectual accounting system. ( B ) To reexamine the Group s public answerability and conformity with the jurisprudence. ( degree Celsius ) To reexamine and measure the adequateness and effectivity of the internal and external audit processs, and to guarantee that they have the necessary authorization to transport out their work. ( vitamin D ) To measure the quality of external hearers and do recommendations refering their assignment and wage and to see the nomination of a individual or individuals as external hearers. ( vitamin E ) To supply affair between the external hearers, the direction and the Board of Directors and besides to reexamine the aid given by the direction to the external hearers. ( degree Fahrenheit ) To reexamine the findings of the internal and external hearers and to guarantee that appropriate actions are taken on the recommendations of the hearers. ( g ) To reexamine the quarterly consequences and fiscal statements and one-year study prior to entry to the Board of Directors. ( H ) To supervise and to reexamine any related party minutess that may originate within the Group and to describe, if any minutess between the Group and any related party outside the Group which are non based on arms-length footings and on footings which are disadvantageous to the Group. ( I ) To verify the allotment of portion options under the Employees Share Option Scheme ( ESOS ) as being in conformity with the standards set out in the ESOS By-Laws. ( J ) To describe its findings on the fiscal and direction public presentation, and other stuff affairs to the Board of Directors. ( K ) To move in line with the waies of the Board of Directors. ( cubic decimeter ) To see and analyze such other affairs as the Audit Committee considers appropriate. ( m ) To reexamine the studies of direction in relation to the unity and adequateness of the procedure for placing chief hazards and guarantee the execution of appropriate systems to pull off these hazards. ( N ) To reexamine any assessment or appraisal of the public presentation of members of the internal audit map who are full-time employees of the Group, if any. ( O ) To O.K. any assignment or expiration of senior staff members of the internal audit map who are fulltime employees of the Group, if any. ( P ) To take awareness of surrenders of internal audit staff members who are full-time employees of the Group, if any, and supply such resigning staff member an chance to subject his/her grounds for vacating. 5.0 THE RELATED EVENT 5.1 Reports from Audit Committee The Audit Committee met 5 times during the fiscal twelvemonth ended 31 December 2009 and has met with the external hearers twice in the same fiscal twelvemonth without the presence of any executive board member. All Audit Committee meetings were punctually convened with sufficient notice given to all Committee members together with the docket, studies and proposals for deliberation at the meetings. Detailss of attending of the Audit Committee members at the Audit Committee meetings held during the twelvemonth ended 31 December 2009 are as follows: Audit Committee Member Attendance Pervez Rustim Manecksha @ Paul Manecksha 5 out of 5 Heinrich August Diehl ( Resigned: 11.09.09 ) 2 out of 4 Kok Seng Loong ( Resigned: 14.09.09 ) 4 out of 4 See Keng Leong ( Appointed: 11.09.09, Resigned: 12.11.09 ) Not applicable Chan Weng Kwong ( Appointed: 11.09.09, Resigned: 23.12.09 ) 1 out of 1 Khoo Eng Chin ( Appointed 22.02.10 ) Not applicable Neoh Chee Kean ( Appointed 07.05.10 ) Not applicable Summary Of Activities Of The Audit Committee During the fiscal twelvemonth ended 31 December 2009, the Audit Committee carried out the undermentioned activities in the discharge of its responsibilities: aˆ? Reviewed wholly unaudited quarterly fiscal consequences and the audited fiscal statements of the Company before urging them to the Board for blessing ; aˆ? Reviewed the external hearers range and attack of audit as presented in their audit program before beginning of audit ; aˆ? Reviewed the external hearers audit study and considered the countries of concern raised by the external hearers ; aˆ? Reviewed all recurrent related party minutess on a quarterly footing ; aˆ? Reviewed the position of employees portion option allotments on a quarterly footing. aˆ? Verified the allotment of options pursuant to Employee Share Option Scheme ( ESOS ) of the Company. The Audit Committee noted that the Company has a sum of 1,137,000 portions available under the Company s ESOS to the employees of the Company and the options have non been exercised as at 31 December 2009. The exercising monetary value of the ESOS portions is RM1.16 and the ESOS is valid until 13 August 2013. 5.2 Internal Audit Function The internal audit map is independent of the auditable countries in the organisation and study to the Audit Committee. The duties include reexamining the adequateness of the systems of internal controls and measuring the assorted fiscal and operational hazards faced by the organisation. 5.3 Statement On Internal Control The Board of Directors ( Board ) of Linear Corporation Berhad ( Linear ) is pleased to put out below the Statement of Internal Control pursuant to paragraph 15.27 ( B ) of the Listing Requirements of Bursa Malaysia Securities Berhad ( Bursa Securities ) . It is prepared in conformity with Bursa Securities Statement of Internal Control Guidance for Directors of Public Listed Companies. The Board acknowledges its duty to keep a sound system of internal controls to safeguard the Linear Group ( the Group ) s assets in conformity with the Malayan Code on Corporate Governance ( the Code ) . The Board is committed to taking appropriate enterprises to further beef up the transparence, answerability and efficiency of the Group s operations. The Board believes that the pattern of good corporate administration is an of import uninterrupted procedure and non merely a affair to be covered as conformity in its one-year study. 5.3.1 Board Duty The Board affirms the overall duty for keeping a sound system of internal controls and for reexamining its adequateness and unity so as to safeguard stockholders investing and the Group s assets. Due to built-in restrictions in any system of internal control, the system is designed to pull off and command hazard suitably instead than extinguish the hazard of failure to accomplish concern aims. Consequently, the internal control system provides sensible confidence and non absolute confidence against material misstatement or loss, and hence hazards should be continually monitored and managed at all times. The Board takes awareness of the betterment points highlighted by the external hearers and recognizes that reexamining and heightening the Group s system of internal control is a go oning procedure. 5.3.2 Internal Control Cardinal elements of the system of internal controls are as follows: Operating construction with clearly defined lines of duty The operating construction includes defined deputation of responsibilities and duties to the assorted Board Committees, the Executive Board members, the Management and runing units. Independence of the Audit Committee The Audit Committee, which comprises wholly Independent Non-Executive Board members, holds regular meetings to consider on audit findings and recommendations and studies to the Board. Employee competence Proper processs are in topographic point in regard of enlisting and expiration of employees. Emphasis is placed on the quality and abilities of employees with go oning instruction, preparation and development being actively encouraged through assorted plans. Fiscal coverage Regular monitoring and reappraisal of fiscal consequences by the Management and preparation of action programs to turn to countries of concern before they are being reported to the Audit Committee and the Board. Insurance Adequate insurance on major assets such as stocks, edifices and machineries belonging to the Group, is in placed to guarantee that the Group is sufficiently covered against any bad luck that may ensue in stuff losingss impacting the Group. Failings in Internal Controls that Results in Material Losses There were no stuff or important losingss incurred during the fiscal twelvemonth ended 31 December 2009 as a consequence of failing in internal control. Notwithstanding, the Board remains committed to beef up the Group s control environment and procedures and its pursuit for uninterrupted betterment is ongoing and, appropriate action programs will be put in topographic point, when necessary, to farther heighten the Group s system of internal controls. 5.3.3 Statement On Internal Audit Function Due to the Group s restructuring exercising, we were unable to prosecute an independent organic structure to set about the internal audit map. However, this map will be filled for the fiscal twelvemonth 2010. 5.4 Reports from Hearer 5.4.1 Report on the Financial Statements We have audited the fiscal statements of Linear Corporation Berhad, which comprise the balance sheets as at December 31, 2009 of the Group and of the Company, and the income statements, statements of alterations in equity and hard currency flow statements of the Group and of the Company for the twelvemonth ended December 31, 2009, and a sum-up of important accounting policies and other explanatory notes, as set out on pages 31 to 89. Directors Duty for the Financial Statements The managers of the Company are responsible for the readying and just presentation of these fiscal statements in conformity with Financial Reporting Standards and the Companies Act 1965 in Malaysia. This duty includes designing, implementing and keeping internal control relevant to the readying and just presentation of fiscal statements that are free from material misstatement, whether due to fraud or mistake ; choosing and using appropriate accounting policies ; and doing accounting estimations that are sensible in the fortunes. Hearers Duty Our duty is to show an sentiment on these fiscal statements based on our audit. We conducted our audit in conformity with sanctioned criterions on scrutinizing in Malaysia. Those criterions require that we comply with ethical demands and program and execute the audit to obtain sensible confidence whether the fiscal statements are free from material misstatement. An audit involves executing processs to obtain audit grounds about the sums and revelations in the fiscal statements. The processs selected depend on our judgement, including the appraisal of hazards of material misstatement of the fiscal statements, whether due to fraud or mistake. In doing those hazard appraisals, we consider internal control relevant to the Company s readying and just presentation of the fiscal statements in order to plan audit processs that are appropriate in the fortunes, but non for the intent of showing an sentiment on the effectivity of the Company s internal control. An audit besides includes measuri ng the rightness of accounting policies used and the rationality of accounting estimations made by the managers, every bit good as measuring the overall presentation of the fiscal statements. We believe that the audit grounds we have obtained is sufficient and appropriate to supply a footing for our audit sentiment. Emphasis of Matter Without measure uping our sentiment, we draw our attending to Note 23 of the notes to the fiscal statements that the Group had defaulted on the bank adoptions. The direction is presently in the procedure of negociating to dispose certain belongings, works and equipment and prepaid land rental to refund the bank adoptions. Footing for Qualified Opinion We are unable to fulfill ourselves on the collectability of the progress of RM36 million reflected in other receivables, as mentioned in Note 15 and Note 39 of the notes to the fiscal statements. However, the direction is of the position that this sum can be recovered. In the event that the said sum can non be recovered, the stockholders equity will be decreased by the said sum and in the absence of extra capital being injected into the Company and/or future net incomes generated by the Group, the Company may be classified as an Affected Listed Issuer pursuant to the amendments to the Listing Requirements of Bursa Malaysia Securities Berhad in relation to Practice Note 17/2009. Qualified Opinion In our sentiment, except for the effects on the fiscal statements of the affair described in the Basis for Qualified Opinion paragraph, the fiscal statements have been decently drawn up in conformity with Financial Reporting Standards and the Companies Act 1965 in Malaysia so as to give a true and just position of the fiscal place of the Group and of the Company every bit at December 31, 2009 and of their fiscal public presentation and hard currency flows for the twelvemonth so ended December 31, 2009. Report on Other Legal and Regulatory Requirements In conformity with the demands of the Companies Act 1965 in Malaysia, we besides report the followers: ( a ) In our sentiment, the accounting and other records and the registries required by the Act to be kept by the Company and its subordinates of which we have acted as hearers have been decently kept in conformity with the commissariats of the Act. ( B ) We have considered the histories and the hearers studies of the subordinates of which we have non acted as hearers, which are indicated in Note 9 ( B ) of the notes to the fiscal statements. ( degree Celsius ) We are satisfied that the histories of the subordinates that have been consolidated with the Company s fiscal statements are in signifier and content appropriate and proper for the intents of the readying of the fiscal statements of the Group and we have received satisfactory information and accounts required by us for those intents. ( vitamin D ) The audit study on the histories of LCI Global Sdn. Bhd. ( once known as Linear Cooling Industries Sdn. Bhd. ) contains qualified sentiment made under Section 174 ( 3 ) of the Act. The audit study of staying subordinates did non incorporate any making or any inauspicious remark made under Section 174 ( 3 ) of the Act. Other Matters This study is made entirely to the members of the Company, as a organic structure, in conformity with Section 174 of the Companies Act 1965 in Malaysia and for no other intent. We do non presume duty to any other individual for the content of this study. The fiscal statements for the preceding twelvemonth were audited by another house and are presented simply for comparative intents. 6.0 Determination OF THE CASE OF LINEAR The fiscal statement of Linear Corporation get downing in 2005 shows that company was in fiscal hurt. They are loss about RM 50 million. In 2006, the company was reported a net loss about RM 20 million. However, the conditions of fiscal in 2007 become better. The company was reported net net income about RM 4 million. But, in 2008 the fiscal place cyberspace net income was decrease RM 700 1000. Then, the fiscal statement in 2009 shows a bad place. The company was reported net loss about RM 17 million. Therefore no dividend has been recommended, paid or declared by the Company since the terminal of the old fiscal twelvemonth. The company has released their one-year study to the populace on the 4th of June 2010. From the one-year study the hearer mentioned that they are unable to fulfill their egos on the collectability of the progress of RM36 million reflected in other receivables, as mentioned in Note 15 and Note 39 of the notes to the fiscal statements. However, the direction is of the position that this sum can be recovered. In the event that the said sum can non be recovered, the stockholders equity will be decreased by the said sum and in the absence of extra capital being injected into the Company and/or future net incomes generated by the Group, the Company may be classified as an Affected Listed Issuer pursuant to the amendments to the Listing Requirements of Bursa Malaysia Securities Berhad in relation to Practice Note 17/2009. This company is in fiscal hurt when Bursa Malaysia issued PN17. Companies that fall within the definition of PN17 will necessitate to subject their proposal to the Approv ing Authority to reconstitute and resuscitate the company in order to keep the listing position. After the company has released their one-year study to the populace, the hearer was uncovering the fraud made by board of manager. The company job began when the former manager Alan Rajendram has signed a missive of award with Global Investment Group ( GIG ) on December 29, 2009 for the dome undertaking and was paid to GIG as public presentation consideration for a RM1.6 billion King Dome undertaking. The undertaking of King Dome is the chilling works that would be providing chilled H2O for the air-conditioning system in Manjung Perak. He has informed the board of managers after he has transferred out the money. In February 2010, the internal hearers advised the GIG to return the money, which the latter followed through. This is because the money could non be transferred without the blessing of the board. Again Alan Rajendram has transferred out the money of RM36 million one time more to GIG in April without advising the board. He gives account was that there was force per unit area from GIG on him to reassign the money to be used as a public presentation consideration payment for the RM1.6 billion King Dome undertaking. Therefore, he used the bossy mode to do the determination. This happen because there were no proper processs for undertakings to be prepared and submitted for blessing by the board. Harmonizing to Linear Corp executives manager Mervis Nevis, prior to this, for three old ages, they were no proper processs for undertaking to be prepared and submitted for blessing. Linear s problems began when there was no advancement made after the company signed a missive of award with GIG on Dec 29, 2009 for the dome undertaking and the RM 36 million was paid out to GIG as public presentation consideration . Besides that, Linear defaulted on its loan duties. Harmonizing to Executive manager C.K. Yap, the payment to GIG was to demo that Linear Corporation had the ability to set about the King Dome undertakings. The company now wanted to sell its chilling system-manufacturing works in Prai Industrial Estate and used the returns as working capital. The company besides would analyze whether the King Dome undertaking was still feasible. If the undertaking can continue, there will no job in acquiring funding. If it non, Rajendram had given an insurance missive to state that the RM 36 million will be returned to Linear by November 30. Bursa Malaysia was instantly appoint a particular hearer to look into the company, peculiarly its fiscal affairs and place any possible abnormalities. When the instance began, the executive manager of a public listed company was charged in the Sessions Court on five charges of abetting three persons to rip off and perpetrate condemnable breach of trust ( CBT ) affecting nine million portion amounting to RM 23 million. Harmonizing to instance of Linear Corporation, the anterior job in this company was weak in internal control. The transportation of money can easy be made because there were no proper processs for undertakings to be prepared and submitted for blessing by the board. Linear besides acknowledging its recent job were self-inflicted by internal failings. To work out this job, there were calls for one-year general meeting. From this AGM, they will transport on with their restructuring exercising with the usual model of capital decrease, decrease of liability followed by injection of new equity financess. The 2nd resort is to retrieve the money from its former manager Alan Rajendram Jeya Rajendram, who has issued a statutory declaration and a missive of insurance ( LOI ) on June 17 to present the undertaking or indemnify the company in the event of any losingss. He has until Nov 30 to make so. Linear will reconstitute attempts include fastening other loopholes, with any determinations affecting more than RM10,000 necessitating the blessing of the board. Therefore, all contractual agreements must besides be vetted and prepared by external legal advisors before being brought to the board for deliberation. 7.0 Decision BKAF 5043 FINANCIAL ACCOUNTING THEORY AND REPORTING PRACTISES Case Study: LINEAR CORPORATION BHD. PREPARED FOR: PN. ROHANA @ NORLIZA YUSOF Prepared BY: NURUL FARIDA BINTI ABDULLAH ( 801920 ) ZURAINI BINTI ZAKARIAH ( 802990 ) Date ON SUBMISSION: 1 AUGUST 2010