Three years after the first rumors of an Apple cell phone began to make the rounds, the iPhone continues to garner huge buzz, long lines, and a growing share of the cell phone market. And as we approach the second anniversary of the first model's frenzied launch day, Apple drops the newest model in our laps. The iPhone 3GS, which will hit stores June 19, promises faster processing and network speeds, extended battery life, more memory, and additional features. It's enough to get our attention, but not enough to get us completely excited.
In many ways, the iPhone 3GS delivers on its promises. The battery, which could sometimes deplete in less than a day on the iPhone 3G, lasted longer in our preliminary tests, and the phone's software ran noticeably faster. Yet, we still have some concerns. A faster AT&T 3G network isn't going to happen overnight, and some features, like tethering and multimedia messaging, aren't scheduled until later in summer 2009. We also struggled to see any change in call quality, which, as any iPhone owner can tell you, remains far from perfect.
So should you buy it? That will depend on how much you'll have to pay for the privilege. If you don't own an iPhone yet, and you've been waiting for the right model, now is the time to go for it. The same goes for iPhone Classic owners who never made the jump to the iPhone 3G. But, if you're a current iPhone 3G owner, the answer isn't so clear. If you're eligible to upgrade at the cheapest prices ($199 for the 16GB model and $299 for the 32GB model), we suggest doing so, as long as you don't mind the required two-year contract. If you own an iPhone 3G, but are not yet eligible for the upgrade, we recommend upgrading to the new iPhone OS 3.0 operating system, and then waiting. As much as the iPhone 3GS brings, it's not worth the extra $200 that the 16GB and 32GB models cost.
I own a iphone 3gs 32gb and here is my review for it.
Design and interface
The iPhone 3GS looks exactly like the previous model. It shares the shape and the same external controls, but the iPhone 3GS is unique in a handful of ways. You can get both memory sizes in white or black, and the iPhone 3GS display sports a fingerprint-resistant oleophobic coating that is supposed to attract fewer fingerprints and smudges. The new model shares the same dimensions as its predecessor, but it's slightly heavier (4.76 ounces versus 4.7 ounces), a virtually unnoticeable difference.
Camera
Until now, the iPhone's camera has been good, but far from great, with decent photo quality, but no editing features. Apple didn't include options such as white balance, a digital zoom, or a self-timer that come standard on many basic VGA camera phones. The minimalist shooter bothered us so much that we began to worry if Apple was leading a new trend of "dumbing down" cell phone cameras.
The iPhone 3GS puts some of those fears to rest. Apple boosted the camera's resolution to 3 megapixels and added a new "Tap to Focus" feature. As you point the lens toward your subject, a small box appears on the center of the display. Tapping that square focuses the camera automatically on that point and adjusts the white balance, color, contrast, and exposure accordingly. If you'd rather focus on the edge of your shot, just tap the display at your chosen point and the square moves with you. If you don't tap anywhere, the camera will focus the entire frame.
Tap to Focus performs well. For example, if we photographed a book cover sitting on a desk, we were able to get a clear reading on the book's title. If we shifted the focus away from the book, the title became somewhat blurry. Alternatively, if we focused on the brightest part of an image, the entire picture would appear brighter. But if we focused on the darkest part of any image, the photo would darken accordingly. The iPhone still doesn't come with a flash, though, so don't expect miracles.
On the other hand, the new automatic macro setting didn't appear to make much of a difference. Close-up shots looked slightly better on the iPhone 3GS than they did on the iPhone 3G, but we couldn't tell when the macro focus was working and when it wasn't. As with the autofocus feature, the macro setting is a welcome addition, but we'd prefer to have more control over it. In other words, the iPhone 3GS' camera is smarter than those on the earlier iPhones, but the camera, rather than the user, still runs the show.
On the whole, the iPhone 3GS' photo quality looks better than the 3G camera's quality, but it depends on the shot. Outdoor shots and photos taken in natural light looked less blurry in our tests, with brighter colors. Photos taken during cloudy days were less likely to be blown out, and photos in low-light conditions looked brighter and had less of an orange tint. Indoor shots without natural light showed little change, however. The iPhone's camera is not optimized for fluorescent light. For a full gallery of shots taken with the camera, see our iPhone 3GS camera slideshow.
The most fascinating feature of Iphone 3gs is it’s 3g speed. With a speed of 7.2 mbps it can open pages within a blink of eye(S stands for speed).So, I recommend for those who are open to high flow 3g service but at the same time think about the money flowing from your pocket.
I hope this review helped you a lot…I will be writing review on the most talked Nexus One on next article.
Posted By: Sujan Gurung
http://grgsujan.blogspot.com/
Sunday, February 7, 2010
Important News of Information Technology
PhD student Fabian Hemmert recently presented a revolutionary way of designing phones and other small gadgets. His prototype offered shapeshifting, weightshifting, and "living" technologies that may change the way we interact with our phones in the future.
In his presentation at the TEDxBerlin Conference, Hemmert gives sample uses for each of his unique design ideas, such as a shapeshifting scheme that can make a phone more easily dockable as an alarm stand.
Another form showcases a weightshifting device that can change its center of gravity to follow your finger as you touch it. His most unique (and arguably zany!) implementation is known as a "living" device, where the object is able to simulate a heartbeat and a sense of being organic.
As Hemmert puts it, "What's behind that is a postulation namely that [it's] not humans [that] should get much more technical in the future; rather than that, technology [should become] a bit more human."
In this era of the Nexus One and the iPhone, it appears that manufacturers have arrived at a plateau regarding unique hardware interfaces; they're focusing on finessing the current status quo of accelorometers, capacitive touch screens, and speedy mobile processors.
But the well of ideas has far from run dry. Synaptics' Fuse phone, for example, promises a new hardware interface that involves gripping the phone at the sides. The Fuse samples one concept for expanding the number of ways you can interface with a gadget.
Hemmert's prototype is coming at a time when hardware makers need to be further pushed to incorporate new ideas. Hemmert's design concepts are not ready for prime time going by the video (i.e., chunky design, battery issues), but his thinking is definitely in the right direction. Where are you expecting your gadgets to go next? Here's betting on 3D autostereoscopic phones.
Content About the forex Market
The paper was started in 1996 to fill a gap in the market between broad-based international business papers such as the Financial Times and The Wall Street Journal and specialist trade publications such as IFR, Euroweek, Professional Pensions and Acquisitions Monthly. The latter are all vertical publications covering a single market.
The editorial content is driven by accuracy and integrity. Financial News has a large team of specialist financial reporters, who are experts in their field. Most are in London but we have correspondents in Paris, Frankfurt, Brussels, Milan and New York.
Financial News is the only publication that treats the European securities and investment banking industry as a single industry. Unlike many of its rivals who divide their coverage by industry sector(e.g. Telecoms, insurance). Financial News divides its coverage of the industry into these main sectors:
- Mergers & acquisitions
- Private equity
- Fund management
- Hedge funds
- Equity captial markets
- Debt capital markets
- Broking
- Custody & Derivatives
- Corporates
- Trading & Technology
- HR and head-hunters
- Four pages of exclusive news and analysis
- Up to four pages of comment and analysis
- Up to two pages on each of the main sections, with a range of specialist news, analysis and profiles of leading firms and personalities, with additional coverage of specialists sector like custody and derivatives
- A weekly in-depth feature on specialist subjects ranging from European asset management to securitisation and the asset-based market. Once a quarter there is a review of the latest developments in ECM, DCM or M&A
Wednesday, February 3, 2010
Wasteful energy subsidies for major corporations and a select group of residential consumers
* funding of inappropriate policies of the International Monetary Fund (General Agreements to Borrow, IMF Enhanced Structural Adjustment Facility);
* costly, inefficient subsidies for road and highway construction (Timber Roads in the National Forest Program, Appalachian Regional Commission Roads Program, Highway Demonstration Projects);
* wasteful energy subsidies for major corporations and a select group of residential consumers (Pyroprocessing Program, Rural Utilities Service); and
* an expensive and potentially environmentally damaging public water works project in southwest Colorado (Animas La Plata).
* costly, inefficient subsidies for road and highway construction (Timber Roads in the National Forest Program, Appalachian Regional Commission Roads Program, Highway Demonstration Projects);
* wasteful energy subsidies for major corporations and a select group of residential consumers (Pyroprocessing Program, Rural Utilities Service); and
* an expensive and potentially environmentally damaging public water works project in southwest Colorado (Animas La Plata).
In the Senate, John McCain and Edward M. Kennedy (D-Massachusetts) are reviving proposed legislation to create a nine-member Corporate Subsidy Reform Commission--modeled after the military base closure commission--that would target dubious programs and tax loopholes for reform or termination. Senator McCain cosponsored similar legislation (S.1376, the Corporate Subsidies Review, Reform, and Termination Act of 1995) with Senator Spence Abraham (R-Wisconsin) that lapsed in the 104th Congress. Under the McCain-Kennedy bill, Congress would have four months in which to approve, reject, or amend the commission's recommendations.
In March 1997, the Progressive Caucus, a group of 58 liberal congressional Democrats, announced its corporate welfare list of 15 examples of tax breaks and federal subsidies to be eliminated. Its proposal would save $56.9 billion the first year and $261.6 billion over the next five years. The list was endorsed by the Coalition on Human Needs, the National Education Association, the Center for Community Change, the Community Nutrition Institute, Common Cause, Tax Watch, and the Corporate Wealthfare Project, among others. Unlike the SCW proposal, which concentrates on spending programs only, the Progressive Caucus emphasizes tax deductions for corporations and wealthy individuals. Its tax proposals will not be seriously considered by the Republican-controlled Congress, but certain spending programs, such as OPIC, will receive stronger bipartisan support for elimination.
The McCain-Kennedy legislation is a one-time proposal for addressing corporate welfare. But what should Congress do when evaluating subsidies or tax and regulatory breaks for corporations on an ongoing basis? The libertarian Cato Institute position is straightforward: eliminate all forms of direct subsidy to corporations, save tax provisions applicable across the board to all businesses. But the Cato approach is a minority policy position. Other suggested corporate accountability proposals are applied to specific programs or expenditures and are categorized as follows:
Disclosure. The federal government would consolidate and regularly report information about corporate assistance programs, expenditures, and recipients, thereby allowing for precise summary statistics on the total number and costs of programs. This suggested approach contrasts with the present ambiguity involving which definition of "corporate welfare" is being used in a report, the consequent range of programs and expenditures identified, and irregular reporting by nongovernmental organizations. Public hearings would be held before new corporate assistance programs are introduced. Corporations would be required each year to report publicly the specific type of assistance rece
In March 1997, the Progressive Caucus, a group of 58 liberal congressional Democrats, announced its corporate welfare list of 15 examples of tax breaks and federal subsidies to be eliminated. Its proposal would save $56.9 billion the first year and $261.6 billion over the next five years. The list was endorsed by the Coalition on Human Needs, the National Education Association, the Center for Community Change, the Community Nutrition Institute, Common Cause, Tax Watch, and the Corporate Wealthfare Project, among others. Unlike the SCW proposal, which concentrates on spending programs only, the Progressive Caucus emphasizes tax deductions for corporations and wealthy individuals. Its tax proposals will not be seriously considered by the Republican-controlled Congress, but certain spending programs, such as OPIC, will receive stronger bipartisan support for elimination.
The McCain-Kennedy legislation is a one-time proposal for addressing corporate welfare. But what should Congress do when evaluating subsidies or tax and regulatory breaks for corporations on an ongoing basis? The libertarian Cato Institute position is straightforward: eliminate all forms of direct subsidy to corporations, save tax provisions applicable across the board to all businesses. But the Cato approach is a minority policy position. Other suggested corporate accountability proposals are applied to specific programs or expenditures and are categorized as follows:
Disclosure. The federal government would consolidate and regularly report information about corporate assistance programs, expenditures, and recipients, thereby allowing for precise summary statistics on the total number and costs of programs. This suggested approach contrasts with the present ambiguity involving which definition of "corporate welfare" is being used in a report, the consequent range of programs and expenditures identified, and irregular reporting by nongovernmental organizations. Public hearings would be held before new corporate assistance programs are introduced. Corporations would be required each year to report publicly the specific type of assistance rece
Public policy reform
The Department of Agriculture's Market Access Program (MAP) spent $85.5 million in FY96 advertising products of America's largest and most profitable companies overseas. In 1993, American taxpayers spent $6.6 million a year promoting Sunkist oranges; Ernest & Julio Gallo received $4.9 million to market its wines internationally; $1.5 million was spent pushing sales of mink coats; M&M Mars received $1 million to improve consumer recognition of its candy; and Campbell Soup received more than $500,000 to defray its advertising expenses. Although the 1996 appropriations bill targeted assistance for advertising promotions of small businesses, major companies still benefit from payments to industry associations and agricultural cooperatives.
Through Sematech, a consortium of major U.S. computer microchip producers, the Pentagon provides nearly $100 million a year of direct subsidy to the industry. However, of the more than 200 chip manufacturers in the United States, only the 14 largest, including Intel and National Semiconductor, receive support from Sematech. Originally designed to help U.S. firms compete against foreign competition, Sematech now subsidizes the largest producers to battle smaller domestic competitors. It also helped Digital Equipment Corporation, though Digital still shifted part of its work force and capital to Ireland and Singapore.
Not all the counterarguments against corporate welfare are representative of the various interest groups critical of the concept. But the Cato list of criticisms is quite exhaustive and especially convincing in the present era of deficit reduction and government downsizing.
Public Policy Reform
Not all the counterarguments against corporate welfare are representative of the various interest groups critical of the concept. But the Cato list of criticisms is quite exhaustive and especially convincing in the present era of deficit reduction and government downsizing.
Public Policy Reform
Because earlier efforts to rein in corporate welfare met with limited success, a new bipartisan effort has been announced for the 105th Congress. Buoyed by last year's success at blocking Congress's efforts to double the appropriation of OPIC and reauthorizing funding for only one year rather than the five years it had sought, Stop Corporate Welfare (SCW), an ad hoc coalition representing a range of taxpayer, consumer, free market, and environmental groups, decided to expand its array of targets. The SCW Coalition announced in late January 1997 a "hit list" of 12 corporate welfare programs for Congress to eliminate that would result in an estimated savings to taxpayers of $11.5 billion over five years. The coalition has strong House support from Budget Committee Chair John R. Kasich (R-Ohio), a longtime congressional foe of corporate welfare; Rep. Edward Royce (R-California); and Rep. Robert E. Andrews (D-New Jersey).
The SCW Coalition reviewed most federal spending programs (except entitlement programs) before reaching consensus on the following wide-ranging list of 12 initial targets:
* commercial research endeavors (Fossil Energy Research and Development Program, Clean Coal Technology Program);
* export advertising for food and wine companies (MAP);
* low-interest loans, loan guarantees, and political risk insurance for American corporations investing in developing countries (OPIC);
The SCW Coalition reviewed most federal spending programs (except entitlement programs) before reaching consensus on the following wide-ranging list of 12 initial targets:
* commercial research endeavors (Fossil Energy Research and Development Program, Clean Coal Technology Program);
* export advertising for food and wine companies (MAP);
* low-interest loans, loan guarantees, and political risk insurance for American corporations investing in developing countries (OPIC);
Vigorous defense of existing public policy
Other supporters of business-government partnerships argue that not only major corporations but also many small entrepreneurial firms rely on federal R&D grants for products that generate widespread public benefits that might otherwise go unfunded. Joel Johnson, vice president of the Aerospace Industries Association, a Washington-based trade group representing a profitable sector of the economy that receives billions of dollars in federal subsidies and tax breaks, defends the present government policies. "There are business and political leaders," says Johnson, "who recognize that the only way the government--whether it is the Defense Department or the Energy Department--can afford the new technology is if it works with business. But that is a partnership, not welfare" (Sennott 1996).
In response to this vigorous defense of existing public policy, the Cato Institute offers an extensive list of counterarguments to corporate welfare (albeit from a libertarian perspective, which asserts a government should do little more than provide police and military protection; other than that, it should not interfere--either for good or ill--in citizens' lives):
* The government has a disappointing record of picking industrial winners and losers.
* Corporate welfare is a huge drain on the federal treasury for very little economic benefit.
* It creates a tilted playing field among industries and firms.
* It fosters an incestuous relationship between business and government, most obviously through corporate campaign contributions.
* It raises costs to consumers.
* The most efficient way to promote business in America is to reduce the overall cost and regulatory burden of government.
* It is anticapitalist, creating the "statist businessman in America."
* It is unconstitutional, lying outside Congress's limited spending authority.
* The government has a disappointing record of picking industrial winners and losers.
* Corporate welfare is a huge drain on the federal treasury for very little economic benefit.
* It creates a tilted playing field among industries and firms.
* It fosters an incestuous relationship between business and government, most obviously through corporate campaign contributions.
* It raises costs to consumers.
* The most efficient way to promote business in America is to reduce the overall cost and regulatory burden of government.
* It is anticapitalist, creating the "statist businessman in America."
* It is unconstitutional, lying outside Congress's limited spending authority.
The Case For and Against Corporate Welfare
In November 1995, Senator John McCain (R-Arizona) and Senator Fred Thompson (R-Tennessee) cosponsored legislation to eliminate the "Dirty Dozen" list of corporate welfare programs. The McCain-Thompson proposal was defeated by a lopsided Senate vote of 75-24. But with such a broad ideological consensus allied against it, why does corporate welfare continue virtually unabated? It survives because of a conspiracy of parochial ("pork-barrel") politics, high-powered corporate and industry lobbying, and a campaign finance system that keeps these programs, regulations, and subsidies a constant on the Washington budget scene.
The Case For and Against Corporate Welfare
The Case For and Against Corporate Welfare
The proponents of business subsidies and exemptions--and they include members of both parties--offer a host of economic, social, and national security justifications for continued federal assistance to corporations. The Cato Institute has identified the following arguments in support of corporate welfare programs, regulatory protection, and direct subsidies:
* They protect industries from failure to preserve high-paying American jobs.
* Important research activities are subsidized that private industries could not finance themselves.
* They counteract the business subsidies of foreign governments to ensure a "level playing field" for domestic industries.
* They boost high-tech industries whose profitability is vital to American economic success in the twenty-first century.
* They maintain the viability of "strategic industries" that are essential to American national security.
* Ventures are financed that would otherwise be considered too risky for private capital markets.
* They protect industries from failure to preserve high-paying American jobs.
* Important research activities are subsidized that private industries could not finance themselves.
* They counteract the business subsidies of foreign governments to ensure a "level playing field" for domestic industries.
* They boost high-tech industries whose profitability is vital to American economic success in the twenty-first century.
* They maintain the viability of "strategic industries" that are essential to American national security.
* Ventures are financed that would otherwise be considered too risky for private capital markets.
Confronting corporate welfare
In the crusade to trim federal spending, it's business's turn to face the knife. But which funding programs? And how far should we go?
On November 22, 1994, Robert Reich, then U.S. Secretary of Labor, issued a challenge to Washington's public policy "think tanks" to identify business subsidies he characterized as "federal aid to dependent corporations."(1) Along with the many social welfare programs being targeted for reduction or termination by the incoming Republican-controlled 104th Congress, Reich believed that "corporate welfare" subsidies would provide considerable fuel for deficit reduction. Reich challenged congressional Republicans to terminate inappropriate federal government involvement in the workings of the U.S
On November 22, 1994, Robert Reich, then U.S. Secretary of Labor, issued a challenge to Washington's public policy "think tanks" to identify business subsidies he characterized as "federal aid to dependent corporations."(1) Along with the many social welfare programs being targeted for reduction or termination by the incoming Republican-controlled 104th Congress, Reich believed that "corporate welfare" subsidies would provide considerable fuel for deficit reduction. Reich challenged congressional Republicans to terminate inappropriate federal government involvement in the workings of the U.S
Secretary Reich's call to action was answered the following year with corporate welfare "white papers" issued by the libertarian Cato Institute, the centrist Progressive Policy Institute, and the liberal Center for Responsive Law and Essential Information. The reports' findings and recommendations were stunning. The Cato Institute identified 125 federal programs that subsidize business to the tune of $85 billion annually. The Progressive Policy Institute found 121 spending and tax subsidies benefiting specific industries that, if eliminated or reformed, would save $265.2 million over five years. Not to be outdone, the Center for Responsive Law and Essential Information's report uncovered 153 federal business welfare programs totaling $167.2 billion in taxpayer subsidies for Fiscal Year (FY) 1995.
How did corporate welfare endure under a Republican congress and a Democrat president? According to Cato Institute analysts Stephen Moore and Dean Stansel, it came out of the budget debate relatively unscathed. Of the $19.5 billion budgeted for the 35 least defensible programs identified by the Cato Institute, Congress cut only $2.8 billion (or 15 percent) for FY96. Moore and Stansel found that many programs were reduced nominally or not at all. Meanwhile, although President Clinton called Secretary Reich's proposal an "attractive idea," he clearly articulated that he did not endorse cutbacks in benefits to business. In fact, Moore and Stansel found that the Clinton administration actually proposed increased spending in the 35 least defensible programs. And the White House vetoed Republican budget bills because
How did corporate welfare endure under a Republican congress and a Democrat president? According to Cato Institute analysts Stephen Moore and Dean Stansel, it came out of the budget debate relatively unscathed. Of the $19.5 billion budgeted for the 35 least defensible programs identified by the Cato Institute, Congress cut only $2.8 billion (or 15 percent) for FY96. Moore and Stansel found that many programs were reduced nominally or not at all. Meanwhile, although President Clinton called Secretary Reich's proposal an "attractive idea," he clearly articulated that he did not endorse cutbacks in benefits to business. In fact, Moore and Stansel found that the Clinton administration actually proposed increased spending in the 35 least defensible programs. And the White House vetoed Republican budget bills because
JOB CATEGORIES AND SECTORS
Salary:
Earnings for special education teachers coincide with the pay scales of general education teachers. The 1996-97 U.S. average was $38,436.
Contact:
National Clearinghouse on Careers and Professions Related to Early Intervention and Education for Children with Disabilities, 1920 Association Dr., Reston, VA 20191-1589. 800-641-7824
Earnings for special education teachers coincide with the pay scales of general education teachers. The 1996-97 U.S. average was $38,436.
Contact:
National Clearinghouse on Careers and Professions Related to Early Intervention and Education for Children with Disabilities, 1920 Association Dr., Reston, VA 20191-1589. 800-641-7824
According to the BLS, marketing, advertising and public relations managers can expect significant increases in their professions through the year 2006. Brand managers administer budgets, generate profit and loss statements as well as work with colleagues to ensure that a product is effectively marketed. Contrary to popular belief, brand loyalty is still widely practiced throughout the U.S. and competition in the consumer packaged goods industry is fierce. The challenge of competing for market share requires these marketing professionals to continuously develop new ways to facilitate growth.
Requirements:
At a minimum, a four-year business degree is required. Experience through internships is a plus. M.B.A. graduates typically enter at higher job levels.
Salary:Entry level: $65,000-$70,000
Mid level: $85,000-$95,000
Executive: $97,000-$110,000
Contact:
National Association of Market Developers, P.O. Box 2936, Grand Central Station, New York, NY 10163. 212-561-0598
Requirements:
At a minimum, a four-year business degree is required. Experience through internships is a plus. M.B.A. graduates typically enter at higher job levels.
Salary:Entry level: $65,000-$70,000
Mid level: $85,000-$95,000
Executive: $97,000-$110,000
Contact:
National Association of Market Developers, P.O. Box 2936, Grand Central Station, New York, NY 10163. 212-561-0598
America's most wanted j-o-b-s - 10 hottest employment opportunities
Here are the 10 hottest employment opportunities for the next millennium
WHETHER YOU'RE JUST ENTERING THE JOB MARKET or you want to jump-start your current profession, we invite you to check out the 10 hottest careers for 1999 and beyond. The selection taps into a variety of interests, skills, experience requirements and job levels. Salaries, which largely depend on experience and geographical location, range from the low $20s to more than $100,000 annually.
WHETHER YOU'RE JUST ENTERING THE JOB MARKET or you want to jump-start your current profession, we invite you to check out the 10 hottest careers for 1999 and beyond. The selection taps into a variety of interests, skills, experience requirements and job levels. Salaries, which largely depend on experience and geographical location, range from the low $20s to more than $100,000 annually.
Three of the 10 entries made the fastest growing occupations list published by the Bureau of Labor Statistics (BLS). This agency collects, processes and analyzes all employment data for the Department of Labor. According to the BLS, the total number of jobs in the United States is expected to increase by 18.6 million between now and 2006. The fastest growing occupations are concentrated in service sectors such as business services, healthcare and social services. The rapid growth in the business services sector is being led by technology-based jobs, especially those in computer and data processing services. As a result, these positions are projected to grow significantly more than the 14% average. Although employment growth is predicted to cross all levels of education and training, jobs usually requiring an associate degree or higher are expected to grow faster than average. Those requiring less education or training are predicted to grow more slowly than average; however, they will account for more than half of overall employment growth. The remaining careers were culled from an analysis of jobs across a spectrum of industries where the expected demand will far exceed the pool of qualified personnel.
The following listing should be used as a resource by junior and high school students as well as by college students and experienced employees. In this dynamic labor market, your success depends on your ability to make informed decisions. The key to a fruitful professional career is in your hands. It's your move.
The following listing should be used as a resource by junior and high school students as well as by college students and experienced employees. In this dynamic labor market, your success depends on your ability to make informed decisions. The key to a fruitful professional career is in your hands. It's your move.
Feb. 3: State Psychiatric Technicians Call for ‘A Day’s Pay for a Day’s Work’
Protest at Metropolitan State Hospital against Harmful, Costly Staffing Cuts
California Association of Psychiatric Technicians:
[Table Omitted]
The California Association of Psychiatric Technicians is the elected union representative for 7,000 state-employed Psychiatric Technicians and related workers who provide compassionate, professional mental health and developmental services for the Californians in our care. CAPT also is the professional organization for all of California’s 14,000 licensed Psychiatric Technicians.
California Association of Psychiatric Technicians:
[Table Omitted]
The California Association of Psychiatric Technicians is the elected union representative for 7,000 state-employed Psychiatric Technicians and related workers who provide compassionate, professional mental health and developmental services for the Californians in our care. CAPT also is the professional organization for all of California’s 14,000 licensed Psychiatric Technicians.
Altair Semiconductor and SkyCross Announce LTE Cooperation
SkyCross iMAT® MIMO Antennas Power Altair FourGee™ LTE USB ExpressCard UE
HOD HASHARON, Israel & VIERA, Fla. -- Altair Semiconductor, a 4G chip company developing the world’s most advanced mobile semiconductors for handheld devices, and SkyCross, a global antenna designer and manufacturer, today announced cooperation on high-performance, LTE product solutions. As part of the cooperation, Altair has integrated the SkyCross iMAT® MIMO (multiple-input, multiple-output) antenna in Altair’s recently announced FourGee™ LTE USB ExpressCard UE (User Equipment). The card has undergone extensive interoperability testing (IOT) and is currently being used in various field activities throughout the world.
The two companies initially began their cooperation with a focus on mobile WiMAX technology utilizing Altair’s FourGee™-2150/6150 chipset and have been closely working on field testing and optimizations for more than a year.
“The combination of Altair’s comprehensive and power-efficient LTE USB ExpressCard and high-performance iMAT antennas from SkyCross provides the marketplace with one of the first small form factor LTE UEs,” said Oded Melamed, Co-Founder and CEO of Altair Semiconductor. “We look forward to further expanding our relationship with SkyCross as new 4G reference designs that support newly available RF bands are introduced to the marketplace.”
HOD HASHARON, Israel & VIERA, Fla. -- Altair Semiconductor, a 4G chip company developing the world’s most advanced mobile semiconductors for handheld devices, and SkyCross, a global antenna designer and manufacturer, today announced cooperation on high-performance, LTE product solutions. As part of the cooperation, Altair has integrated the SkyCross iMAT® MIMO (multiple-input, multiple-output) antenna in Altair’s recently announced FourGee™ LTE USB ExpressCard UE (User Equipment). The card has undergone extensive interoperability testing (IOT) and is currently being used in various field activities throughout the world.
The two companies initially began their cooperation with a focus on mobile WiMAX technology utilizing Altair’s FourGee™-2150/6150 chipset and have been closely working on field testing and optimizations for more than a year.
“The combination of Altair’s comprehensive and power-efficient LTE USB ExpressCard and high-performance iMAT antennas from SkyCross provides the marketplace with one of the first small form factor LTE UEs,” said Oded Melamed, Co-Founder and CEO of Altair Semiconductor. “We look forward to further expanding our relationship with SkyCross as new 4G reference designs that support newly available RF bands are introduced to the marketplace.”
Alaska Air Group reports fourth quarter profit of USD24.1m
AIRLINE INDUSTRY INFORMATION-(C)1997-2010 M2 COMMUNICATIONS
Alaska Air Group (NYSE:ALK) reported today that its net income for the fourth quarter of 2009 was USD24.1m, or USD0.67 per diluted share.
This is compared to a net loss of USD75.2m, or USD2.08 per diluted share, for the same period of the prior year.
Net income for the full year 2009 was USD121.6m, or USD3.36 per diluted share, compared to a net loss of USD135.9m, or USD3.74 per diluted share, for the previous year.
Alaska Air Group (NYSE:ALK) reported today that its net income for the fourth quarter of 2009 was USD24.1m, or USD0.67 per diluted share.
This is compared to a net loss of USD75.2m, or USD2.08 per diluted share, for the same period of the prior year.
Net income for the full year 2009 was USD121.6m, or USD3.36 per diluted share, compared to a net loss of USD135.9m, or USD3.74 per diluted share, for the previous year.
Tuesday, February 2, 2010
Opening of resorts in Singapore
In recent years, however, more countries in the region are scrambling to develop casinos to attract tourists.
Winston Koh, economics professor at the Singapore Management University, projects that Singapore's two casino resorts are likely to boost the overall gross domestic product by about 1 to 2 percent when they are fully operational.
''Certainly it will put Singapore on the world map. The development of IR is part of the overall plan to make Singapore a world-class city,'' Koh said, adding that Singapore has to continue to reinvent itself so as to remain relevant.
In this connection the resorts are a ''complementary development'' to the country's overall goal of higher value economic activities involving innovation and cutting-edge financial services.
''The direct effect is probably not significant, only a couple of percent. But we cannot underestimate the fact that once we have the resorts operating, it will make Singapore a more attractive place, it will definitely boost the tourist numbers. In the long term the effect on tourism should be quite substantial.''
Mukul Asher, an economist at the Lee Kuan Yew School of Public Policy, believes the casino resorts are not likely to have any big impact on the economy. ''The main expenditures on this project are the real estate and the construction. That is more or less already passed. Profit-wise, there will be a lot of competition in this area,'' he said, pointing out that other countries in the region are also building casinos.
Manu Bhaskaran, a partner in the Centennial Group, said that as the two resorts will be opened in stages, the full impact will only be felt toward the end of this year.
''It really creates some kind of buzz to Singapore and makes it a more exciting and interesting place. Clearly it's going to be very positive for tourism and will have a spillover effect on hotels, airports, travel, transport, retail, restaurants,'' he said.
Winston Koh, economics professor at the Singapore Management University, projects that Singapore's two casino resorts are likely to boost the overall gross domestic product by about 1 to 2 percent when they are fully operational.
''Certainly it will put Singapore on the world map. The development of IR is part of the overall plan to make Singapore a world-class city,'' Koh said, adding that Singapore has to continue to reinvent itself so as to remain relevant.
In this connection the resorts are a ''complementary development'' to the country's overall goal of higher value economic activities involving innovation and cutting-edge financial services.
''The direct effect is probably not significant, only a couple of percent. But we cannot underestimate the fact that once we have the resorts operating, it will make Singapore a more attractive place, it will definitely boost the tourist numbers. In the long term the effect on tourism should be quite substantial.''
Mukul Asher, an economist at the Lee Kuan Yew School of Public Policy, believes the casino resorts are not likely to have any big impact on the economy. ''The main expenditures on this project are the real estate and the construction. That is more or less already passed. Profit-wise, there will be a lot of competition in this area,'' he said, pointing out that other countries in the region are also building casinos.
Manu Bhaskaran, a partner in the Centennial Group, said that as the two resorts will be opened in stages, the full impact will only be felt toward the end of this year.
''It really creates some kind of buzz to Singapore and makes it a more exciting and interesting place. Clearly it's going to be very positive for tourism and will have a spillover effect on hotels, airports, travel, transport, retail, restaurants,'' he said.
FOCUS: Singapore's 1st casino resorts ready to open their doors
SINGAPORE, Jan. 20 Kyodo
Singapore's first two casino resorts are all set to open their doors within the next few months, raising hopes of boosting Singapore's tourism industry and give a fillip to the economy.
Resorts World Sentosa, a US$4.4 billion luxury resort on a small island south of Singapore developed by the Malaysian gaming giant Genting Group, opened four of its six hotels as a soft opening for the resort on Wednesday.
The resort plans to open its main attractions -- a casino and Southeast Asia's first Universal Studios theme park -- within the first quarter. Although a specific date has yet to be announced, speculation has been rife that the casino and theme park might welcome visitors as early as next month to coincide with the auspicious Chinese New Year festival.
On the opening date of the casino and Universal Studios theme park, Genting Group Chairman Lim Kok Thay said at a news conference after Wednesday's opening ceremony that the opening date has not been decided yet.
''As far as the casino license is concerned, we are still working very closely with the authorities through their checks and inspections...we are waiting for the gaming license to be issued,'' Lim said. ''We can't do anything until we are licensed. The same applies for Universal Studios theme park. No date has been fixed.''
He said the construction of the second phase of the resort, which includes the world's largest marine life park, has already started and could be completed by next year.
The other casino resort, the US$5.5 billion Marina Bay Sands developed by U.S.-based Las Vegas Sands Corp., plans to open by April this year, delayed from its earlier plan to open by the end of last year. It plans to open a casino, 1,000 out of its 2,500 hotel rooms, a part of its huge shopping mall, and one of Southeast Asia's largest convention and exhibition centers as the first phase. Several other attractions at the resort will be unveiled a few months later, including Asia's largest sky park.
Singapore's first two casino resorts are all set to open their doors within the next few months, raising hopes of boosting Singapore's tourism industry and give a fillip to the economy.
Resorts World Sentosa, a US$4.4 billion luxury resort on a small island south of Singapore developed by the Malaysian gaming giant Genting Group, opened four of its six hotels as a soft opening for the resort on Wednesday.
The resort plans to open its main attractions -- a casino and Southeast Asia's first Universal Studios theme park -- within the first quarter. Although a specific date has yet to be announced, speculation has been rife that the casino and theme park might welcome visitors as early as next month to coincide with the auspicious Chinese New Year festival.
On the opening date of the casino and Universal Studios theme park, Genting Group Chairman Lim Kok Thay said at a news conference after Wednesday's opening ceremony that the opening date has not been decided yet.
''As far as the casino license is concerned, we are still working very closely with the authorities through their checks and inspections...we are waiting for the gaming license to be issued,'' Lim said. ''We can't do anything until we are licensed. The same applies for Universal Studios theme park. No date has been fixed.''
He said the construction of the second phase of the resort, which includes the world's largest marine life park, has already started and could be completed by next year.
The other casino resort, the US$5.5 billion Marina Bay Sands developed by U.S.-based Las Vegas Sands Corp., plans to open by April this year, delayed from its earlier plan to open by the end of last year. It plans to open a casino, 1,000 out of its 2,500 hotel rooms, a part of its huge shopping mall, and one of Southeast Asia's largest convention and exhibition centers as the first phase. Several other attractions at the resort will be unveiled a few months later, including Asia's largest sky park.
Beijing's per capita GDP tops $10,000 in 2009 for 1st time
BEIJING, Jan. 22 Kyodo
Beijing's per capita gross domestic product topped $10,000 for the first time last year, reflecting China's robust economic growth, according to the Beijing Bureau of Statistics.
The capital's GDP grew 10.1 percent in 2009 from a year earlier to 1,187 billion yuan, or $137.8 billion, the official Xinhua News Agency said Thursday, quoting data from the bureau.
Per capita GDP came to 68,788 yuan, or $10,070, given that the city had 17.55 million permanent residents at the end of 2009.
The bureau's deputy director Yu Xiuqin was quoted by Xinhua as saying Beijing has now become ''a moderately well-off city'' based on World Bank standards.
According to the World Bank, a country or region should be recognized as moderately well-off when its per capita GDP exceeds
$10,000, Yu said.
The service industry accounted for 75 percent of Beijing's GDP.
Noting that the municipality's urbanization rate has reached 85 percent, Yu said the Beijing government ''will take further measures to boost the living standards and social welfare of the rural population to bridge the gap between urban and rural areas.''
On Thursday, China's National Bureau of Statistics said the country's GDP grew 10.7 percent in the October-December quarter of 2009 from a year earlier, sending GDP growth for the whole year up to 8.7 percent.
The upbeat data suggests that the nation is poised to overtake Japan as the world's second largest economy this year.
Beijing's per capita gross domestic product topped $10,000 for the first time last year, reflecting China's robust economic growth, according to the Beijing Bureau of Statistics.
The capital's GDP grew 10.1 percent in 2009 from a year earlier to 1,187 billion yuan, or $137.8 billion, the official Xinhua News Agency said Thursday, quoting data from the bureau.
Per capita GDP came to 68,788 yuan, or $10,070, given that the city had 17.55 million permanent residents at the end of 2009.
The bureau's deputy director Yu Xiuqin was quoted by Xinhua as saying Beijing has now become ''a moderately well-off city'' based on World Bank standards.
According to the World Bank, a country or region should be recognized as moderately well-off when its per capita GDP exceeds
$10,000, Yu said.
The service industry accounted for 75 percent of Beijing's GDP.
Noting that the municipality's urbanization rate has reached 85 percent, Yu said the Beijing government ''will take further measures to boost the living standards and social welfare of the rural population to bridge the gap between urban and rural areas.''
On Thursday, China's National Bureau of Statistics said the country's GDP grew 10.7 percent in the October-December quarter of 2009 from a year earlier, sending GDP growth for the whole year up to 8.7 percent.
The upbeat data suggests that the nation is poised to overtake Japan as the world's second largest economy this year.
China's oil imports to grow steadily in 2010: experts
BEIJING, Jan. 20 Kyodo
China's oil imports will continue to post a solid increase this year driven by surging demand for its rapidly growing economy, Chinese media reported Wednesday, quoting energy experts.
The nation's oil imports are expected to grow 5 percent in 2010 from a year earlier, and the proportion of imports against total consumption may rise to 54 percent from 52 percent last year, the China Daily quoted Lin Boqiang, director of the China Center for Energy Economics Research at Xiamen University, as saying.
Customs data show that China imported 204 million tons of oil in 2009, while the country's output totaled 190 million tons, according to the paper.
''Domestic production is already at its peak,'' Lin was quoted as saying. ''Although domestic companies have accelerated their overseas expansion, the resources they already gain are still limited.''
The paper quoted a report by the Chinese Academy of Social Sciences as saying that 64.5 percent of China's oil consumption is likely to be met by imports in 2020, with the gap between domestic consumption and output as the main reason.
Analysts were quoted as saying that Beijing should diversify its sources for importing oil to ensure a more sustainable supply. At present, the Middle East, Africa and the Asia-Pacific are the three main oil suppliers to China.
China's oil imports will continue to post a solid increase this year driven by surging demand for its rapidly growing economy, Chinese media reported Wednesday, quoting energy experts.
The nation's oil imports are expected to grow 5 percent in 2010 from a year earlier, and the proportion of imports against total consumption may rise to 54 percent from 52 percent last year, the China Daily quoted Lin Boqiang, director of the China Center for Energy Economics Research at Xiamen University, as saying.
Customs data show that China imported 204 million tons of oil in 2009, while the country's output totaled 190 million tons, according to the paper.
''Domestic production is already at its peak,'' Lin was quoted as saying. ''Although domestic companies have accelerated their overseas expansion, the resources they already gain are still limited.''
The paper quoted a report by the Chinese Academy of Social Sciences as saying that 64.5 percent of China's oil consumption is likely to be met by imports in 2020, with the gap between domestic consumption and output as the main reason.
Analysts were quoted as saying that Beijing should diversify its sources for importing oil to ensure a more sustainable supply. At present, the Middle East, Africa and the Asia-Pacific are the three main oil suppliers to China.
Telephone companies in U.S
After leaving CBS Inc., Sir Howard was Chairman and CEO of TELE-TV, the media and technology company formed by Bell Atlantic, NYNEX and Pacific Telesis, three of the largest telephone companies in the United States, from February 1995 to April 1997.
ReviewAsia described as "a bumpy ride" Sir Howard's tenure as chairman and chief executive officer.
"However judging by the figures, Stringer has come up trumps: Sony is looking at a profit margin of 4.6 per cent for the fiscal year to March 31," the magazine said. "This may not be the 5 per cent target announced three months after Stringer's appointment, but it is far above the 1.6 per cent booked just before he took office--and is Sony's highest result in almost a decade."
[ILLUSTRATION OMITTED]
Carlos Ghosn
Carlos Ghosn has been president and chief executive officer of Japan's Nissan Motor since 2000.
"When he joined Nissan, the company had debts of US$20 billion and only three of its 48 models were generating a profit," ReviewAsia reported. "Ghosn vowed to resign if the company was not able to report a profit by the end of his first year ... one year after his arrival, Nissan's net profit stood at US$2.7 billion--a remarkable turnaround from the US$6.1 billion loss reported one year earlier. And by fiscal 2006, operating profit margin stood at 9.25 per cent, up from 1.38 per cent in 2000."
[ILLUSTRATION OMITTED]
ReviewAsia described as "an inspired choice" Ghosn's appointment to the top job.
"After their initial doubts, the Japanese have bestowed celebrity status on a man who has written books about how he achieved Nissan's turnaround and has even had a manga characted based on him," the magazine said. "To add to his already heavy workload, he became president of Renault in April 2005."
ReviewAsia described as "a bumpy ride" Sir Howard's tenure as chairman and chief executive officer.
"However judging by the figures, Stringer has come up trumps: Sony is looking at a profit margin of 4.6 per cent for the fiscal year to March 31," the magazine said. "This may not be the 5 per cent target announced three months after Stringer's appointment, but it is far above the 1.6 per cent booked just before he took office--and is Sony's highest result in almost a decade."
[ILLUSTRATION OMITTED]
Carlos Ghosn
Carlos Ghosn has been president and chief executive officer of Japan's Nissan Motor since 2000.
"When he joined Nissan, the company had debts of US$20 billion and only three of its 48 models were generating a profit," ReviewAsia reported. "Ghosn vowed to resign if the company was not able to report a profit by the end of his first year ... one year after his arrival, Nissan's net profit stood at US$2.7 billion--a remarkable turnaround from the US$6.1 billion loss reported one year earlier. And by fiscal 2006, operating profit margin stood at 9.25 per cent, up from 1.38 per cent in 2000."
[ILLUSTRATION OMITTED]
ReviewAsia described as "an inspired choice" Ghosn's appointment to the top job.
"After their initial doubts, the Japanese have bestowed celebrity status on a man who has written books about how he achieved Nissan's turnaround and has even had a manga characted based on him," the magazine said. "To add to his already heavy workload, he became president of Renault in April 2005."
Asia's most powerful and influential men
[ILLUSTRATION OMITTED]
Ratan Tata
The Tata Group is one of India's oldest, largest and most respected business conglomerates. The group's businesses are spread over seven business sectors: communications and information technology, engineering, materials, services, energy, consumer products and chemicals. It comprises 98 companies and operates in six continents. It employs some 2,89,500 people and collectively has a shareholder base of more than 2.9 million.
Heading the Tata Group since 1991, Ratan N Tata is the chairman of Tata Sons, holding company of the Tata Group, and major group companies including, Tata Motors, Tata Steel, Tata Consultancy Services, Tara Power, Tata Tea, rata Chemicals, Indian Hotels, Tata Teleservices and Tata AutoComp. He is also chairman of two of the largest private sector promoted philanthropic trusts in India.
Mr Tata joined the Tata Group in December 1962. After serving in various companies, he was appointed the director-in-charge of The National Radio & Electronics Company Limited in 1971. In 1981, he was named chairman of Tata Industries, the group's other holding company, where he was responsible for transforming it into the group's strategy think-tank and a promoter of new ventures in high-technology businesses.
He is associated with various organisations in India and abroad in varying capacities, some of which are:
--Chairman, government of India's Investment Commission
--Member, Prime Minister's Council on Trade and Industry
--Member, National Hydrogen Energy Board
--Member, National
Manufacturing Competitiveness Council
--Serving on the International Investment Council set up by the president of the Republic of South Africa
The government of India honoured Mr Tara with one of its highest civilian awards, the Padma Bhushan, on Republic Day, January 26, 2000.
Ratan Tata
The Tata Group is one of India's oldest, largest and most respected business conglomerates. The group's businesses are spread over seven business sectors: communications and information technology, engineering, materials, services, energy, consumer products and chemicals. It comprises 98 companies and operates in six continents. It employs some 2,89,500 people and collectively has a shareholder base of more than 2.9 million.
Heading the Tata Group since 1991, Ratan N Tata is the chairman of Tata Sons, holding company of the Tata Group, and major group companies including, Tata Motors, Tata Steel, Tata Consultancy Services, Tara Power, Tata Tea, rata Chemicals, Indian Hotels, Tata Teleservices and Tata AutoComp. He is also chairman of two of the largest private sector promoted philanthropic trusts in India.
Mr Tata joined the Tata Group in December 1962. After serving in various companies, he was appointed the director-in-charge of The National Radio & Electronics Company Limited in 1971. In 1981, he was named chairman of Tata Industries, the group's other holding company, where he was responsible for transforming it into the group's strategy think-tank and a promoter of new ventures in high-technology businesses.
He is associated with various organisations in India and abroad in varying capacities, some of which are:
--Chairman, government of India's Investment Commission
--Member, Prime Minister's Council on Trade and Industry
--Member, National Hydrogen Energy Board
--Member, National
Manufacturing Competitiveness Council
--Serving on the International Investment Council set up by the president of the Republic of South Africa
The government of India honoured Mr Tara with one of its highest civilian awards, the Padma Bhushan, on Republic Day, January 26, 2000.
The rich are getting richer while the poor get poorer in Asia/Pacific
Since the advent of globalization, the Asia-Pacific region has made striking progress in both the economic and social spheres. On average, in the past two decades, the performance of Asia-Pacific has been far above the other regions of the world. However, when a comparison is made within and across the Asia-Pacific region, large disparities can be found on both the economic and social fronts.
It is estimated that the economic disparity, as measured by real per capita income, could increase from 9 times in 2005 to 71 times in 2015 between the best and the worst performing nations of the Asia-Pacific region. With this large
It is estimated that the economic disparity, as measured by real per capita income, could increase from 9 times in 2005 to 71 times in 2015 between the best and the worst performing nations of the Asia-Pacific region. With this large
disparity, the impressive performance of Asia-Pacific may not be sustainable in the long-run. And, according to Mr. Kumar, "these disparities may lead to instability and could be a breeding ground for conflict."
Given the dynamism and resilience of the Asia-Pacific region, as observed during the Asian financial crisis of late 1990s, a recent study noted that through regional cooperation and South-South collaboration this region has the capacity to address the challenges of prevailing socioeconomic disparities within and across the region.
In light of the above, various possible cooperation mechanisms are currently being explored to address the disparity issues. The achievement of the Millennium Development Goals, the commitments of the Monterrey Consensus and the Doha Round of Trade negotiations are some of the international initiatives to promote more inclusive development, but there are no guarantees that they will deliver a better distribution of economic and social benefits. In the current fuel and food crisis, the poorest countries are the hardest hit.
"This region has the largest rate of savings and foreign exchange reserves in the world, also the skills, know-how and development experience to reduce these imbalances, but the richer countries are not doing enough in their own backyard," Mr. Kumar says.
In light of the above, various possible cooperation mechanisms are currently being explored to address the disparity issues. The achievement of the Millennium Development Goals, the commitments of the Monterrey Consensus and the Doha Round of Trade negotiations are some of the international initiatives to promote more inclusive development, but there are no guarantees that they will deliver a better distribution of economic and social benefits. In the current fuel and food crisis, the poorest countries are the hardest hit.
"This region has the largest rate of savings and foreign exchange reserves in the world, also the skills, know-how and development experience to reduce these imbalances, but the richer countries are not doing enough in their own backyard," Mr. Kumar says.
A second king committee report
IN 1994, THE YEAR THAT SOUTH AFRICA ENDED WHITE-MINORITY RULE and elected Nelson Mandela president, South African businesses underwent a more subdued but highly significant transition of their own. That year, a committee headed by Mervyn King, a corporate lawyer and former High Court judge, issued the "King Report on Corporate Governance." King I, as it is now known, incorporated a code of corporate practices and conduct that looked beyond the corporation itself, taking into account its impact on the larger community.
A second King Committee report--known inevitably as King II--was issued in 2002, taking this inclusive approach considerably further. "There is a growing weight of expectation on organizations to operate as good corporate citizens," the report says. "This is because of the influence they exercise on the lives of so many individuals. Each organization is the sum of its stakeholders, such as its shareowners, customers, employees, suppliers, and the communities within which it operates. It depends on them--individually and collectively--for the goodwill required to sustain its operations."
King spoke recently with Internal Auditor about King I and II and about how the South African initiatives compare with efforts to improve corporate governance in the United States.
Mr. King, the first King report was issued in 1994, during the momentous change in South Africa's government from white-minority rule to black-majority rule. What prompted that report and your involvement in it?
A second King Committee report--known inevitably as King II--was issued in 2002, taking this inclusive approach considerably further. "There is a growing weight of expectation on organizations to operate as good corporate citizens," the report says. "This is because of the influence they exercise on the lives of so many individuals. Each organization is the sum of its stakeholders, such as its shareowners, customers, employees, suppliers, and the communities within which it operates. It depends on them--individually and collectively--for the goodwill required to sustain its operations."
King spoke recently with Internal Auditor about King I and II and about how the South African initiatives compare with efforts to improve corporate governance in the United States.
Mr. King, the first King report was issued in 1994, during the momentous change in South Africa's government from white-minority rule to black-majority rule. What prompted that report and your involvement in it?
PROTECTING THE WHISTLEBLOWERS
10. SURVEY EMPLOYEES. All the planning and money spent building the perfect infrastructure will be wasted if employees do not know the program exists or if they feel their disclosures are not going to be taken seriously. An anonymous survey will reveal their level of comfort with the program; their opinion about the organization's commitment to integrity, fairness, and openness; and their belief that their disclosure will not result in retaliation and that corrective action will be taken. Employee perceptions are key to the success of any whistleblower program. If employees refuse to use it, the program fails.
Protecting the Whistleblowers
Traditionally, whistleblowers have defied the status quo and communicated their concerns to an authority outside the organization after realizing that the improprieties they have witnessed are not being corrected internally. They have taken this initiative at great risk, as multiple studies show whistleblowers often suffer discrimination, retaliation, stress, and sometimes loss of their jobs or even their careers.
It is no wonder, then, that potential whistleblowers are hesitant to speak up within their own organizations. According to an article in the Work and Occupations journal, researchers estimate about one-third of all workers in the United States have witnessed unethical or illegal conduct in their workplaces, but more than half of them did not disclose what they observed. Moreover, an Australian study by the Independent Commission Against Corruption found that 71 percent of workers surveyed expect people who report improprieties to suffer for doing so.
In recognition of the valuable role insiders play in the discovery of fraud and unethical practices, the U.S. Sarbanes-Oxley Act of 2002 includes a provision protecting U.S. employees who disclose information or assist in detecting and stopping fraud. The act also increases the accountability of senior officers and members of the board of directors, and it requires that chief executive officers and chief financial officers of public companies file a quarterly statement attesting to the integrity of the organization's system of internal controls--something they cannot do if they are not made aware of irregularities immediately.
HERNAN MURDOCK, CIA, is a project manager at Control Solutions International and a lecturer at Northeastern University in Boston, Mass.
Protecting the Whistleblowers
Traditionally, whistleblowers have defied the status quo and communicated their concerns to an authority outside the organization after realizing that the improprieties they have witnessed are not being corrected internally. They have taken this initiative at great risk, as multiple studies show whistleblowers often suffer discrimination, retaliation, stress, and sometimes loss of their jobs or even their careers.
It is no wonder, then, that potential whistleblowers are hesitant to speak up within their own organizations. According to an article in the Work and Occupations journal, researchers estimate about one-third of all workers in the United States have witnessed unethical or illegal conduct in their workplaces, but more than half of them did not disclose what they observed. Moreover, an Australian study by the Independent Commission Against Corruption found that 71 percent of workers surveyed expect people who report improprieties to suffer for doing so.
In recognition of the valuable role insiders play in the discovery of fraud and unethical practices, the U.S. Sarbanes-Oxley Act of 2002 includes a provision protecting U.S. employees who disclose information or assist in detecting and stopping fraud. The act also increases the accountability of senior officers and members of the board of directors, and it requires that chief executive officers and chief financial officers of public companies file a quarterly statement attesting to the integrity of the organization's system of internal controls--something they cannot do if they are not made aware of irregularities immediately.
HERNAN MURDOCK, CIA, is a project manager at Control Solutions International and a lecturer at Northeastern University in Boston, Mass.
CONFIRM THE QUALIFICATIONS OF THE STAFF
Four Phases of an Effective Whistleblower Program
1 ASSESSMENT
Evaluate Needs
Establish Protocol
Identify Reporting Mechanisms
Select Oversight Board
2 BUILDING
Train Operators and Oversight Board
Update Policies and Procedures
Write Board's Charter
3 PROGRAM RELEASE
Distribute Notices
Define Program Release Mechanism
Meet with Employees
4 PERFORMANCE MONITORING
Meet with Oversight Board
Review Performance Reports
Survey Employees
10 Steps to Assessing a Whistleblower Program
1. REVIEW THE PROGRAM'S PROTOCOL. Make sure the protocol provides clear and specific guidance on what to do and whom to contact in response to a range of possible scenarios.
2. EXAMINE ALLEGATION FILES. Verify that the information in the allegation files is consistent and complete so investigations are not impaired. Confirm that the whistleblower's identity was protected and that a key or code instead of the whistleblower's name was used during the investigation.
3. REVIEW THE COMPOSITION AND ROLE OF THE OVERSIGHT BOARD. The organization's legal counsel, director of internal auditing, chief financial officer, human resources director, and corporate controller should be members of this board. They should be senior officers who meet frequently, are active in their oversight capacity, and are prepared to take quick and decisive action in the event of inappropriate activities.
4. VERIFY THE AUTONOMY OF THE PROGRAM. Examine the program's budget for sufficiency and make sure the program's manager is independent. There should be a direct reporting line to the oversight board and the audit committee.
5. REVIEW PERFORMANCE REPORTS. Are performance reports accurate, timely, and useful? The audit committee and oversight board should agree on the content and frequency of reports, which should include at a minimum the number of allegations received, the number substantiated, a ranking of the risk/impact to the organization, and turnaround times from reporting to investigation and investigation to resolution.
6. VERIFY THE ADEQUACY OF THE PROGRAM'S BUDGET. Is the budget adequate to hire enough competent staff to handle whistleblowers' calls and to conduct professional investigations? A single individual should not have the ability to reduce the budget because the act or threat of cutbacks could impair the program's effectiveness, independence, and objectivity.
7. REVIEW THE EMPLOYEE MANUAL AND CODE OF ETHICS. Make sure the whistleblower program is referenced in the employee manual or the code of ethics. This will add to the program's legitimacy and make it a permanent component of the corporate governance infrastructure. Keep the contact information up to date and make sure it's clear that retaliation is explicitly forbidden.
8. VERIFY ACCESS TO THE PROGRAM. Are the phone, fax, and e-mail connections operational and attended to around the clock? Is the staff assigned to the overnight shift really there? Was a new facility opened somewhere that is not covered by the original access avenues?
9. CONFIRM THE QUALIFICATIONS OF THE STAFF. Make sure the attending staff is qualified, especially if there has been turnover in the group. The staff's responsibilities are not limited to data entry because if staffers are rude, insensitive, or careless they are likely to collect insufficient or inaccurate information, limiting the chances of conducting a fair and thorough investigation.
1 ASSESSMENT
Evaluate Needs
Establish Protocol
Identify Reporting Mechanisms
Select Oversight Board
2 BUILDING
Train Operators and Oversight Board
Update Policies and Procedures
Write Board's Charter
3 PROGRAM RELEASE
Distribute Notices
Define Program Release Mechanism
Meet with Employees
4 PERFORMANCE MONITORING
Meet with Oversight Board
Review Performance Reports
Survey Employees
10 Steps to Assessing a Whistleblower Program
1. REVIEW THE PROGRAM'S PROTOCOL. Make sure the protocol provides clear and specific guidance on what to do and whom to contact in response to a range of possible scenarios.
2. EXAMINE ALLEGATION FILES. Verify that the information in the allegation files is consistent and complete so investigations are not impaired. Confirm that the whistleblower's identity was protected and that a key or code instead of the whistleblower's name was used during the investigation.
3. REVIEW THE COMPOSITION AND ROLE OF THE OVERSIGHT BOARD. The organization's legal counsel, director of internal auditing, chief financial officer, human resources director, and corporate controller should be members of this board. They should be senior officers who meet frequently, are active in their oversight capacity, and are prepared to take quick and decisive action in the event of inappropriate activities.
4. VERIFY THE AUTONOMY OF THE PROGRAM. Examine the program's budget for sufficiency and make sure the program's manager is independent. There should be a direct reporting line to the oversight board and the audit committee.
5. REVIEW PERFORMANCE REPORTS. Are performance reports accurate, timely, and useful? The audit committee and oversight board should agree on the content and frequency of reports, which should include at a minimum the number of allegations received, the number substantiated, a ranking of the risk/impact to the organization, and turnaround times from reporting to investigation and investigation to resolution.
6. VERIFY THE ADEQUACY OF THE PROGRAM'S BUDGET. Is the budget adequate to hire enough competent staff to handle whistleblowers' calls and to conduct professional investigations? A single individual should not have the ability to reduce the budget because the act or threat of cutbacks could impair the program's effectiveness, independence, and objectivity.
7. REVIEW THE EMPLOYEE MANUAL AND CODE OF ETHICS. Make sure the whistleblower program is referenced in the employee manual or the code of ethics. This will add to the program's legitimacy and make it a permanent component of the corporate governance infrastructure. Keep the contact information up to date and make sure it's clear that retaliation is explicitly forbidden.
8. VERIFY ACCESS TO THE PROGRAM. Are the phone, fax, and e-mail connections operational and attended to around the clock? Is the staff assigned to the overnight shift really there? Was a new facility opened somewhere that is not covered by the original access avenues?
9. CONFIRM THE QUALIFICATIONS OF THE STAFF. Make sure the attending staff is qualified, especially if there has been turnover in the group. The staff's responsibilities are not limited to data entry because if staffers are rude, insensitive, or careless they are likely to collect insufficient or inaccurate information, limiting the chances of conducting a fair and thorough investigation.
PHASE FOUR: PERFORMANCE MONITORING
Finally, the selection of the facilitator for these sessions is as important as the material to be presented. Choosing a sympathetic and knowledgeable facilitator will add to the acceptance of the program and put employees at ease.
PHASE FOUR: PERFORMANCE MONITORING
Organizations often dedicate a great deal of resources to conceive a project, build it, and release it, only to forget about it and see all the time, energy, and resources go to waste. With a whistleblower program, it is critical to have a monitoring component for quality control that will ensure compliance with the parameters established and to make sure employees remain aware that the program is in place and working effectively. Monitoring can be done through meetings with the oversight board, which should take place at least once a quarter.
The manager of the whistleblower program should attend these meetings and present a report showing:
* The number of disclosures received.
* A categorization of the allegations reported.
* Cycle times from filing to action and from action to resolution.
* Reporting avenues used.
* Outside parties involved.
* A measure of the criticality and financial impact of the allegations.
PHASE FOUR: PERFORMANCE MONITORING
Organizations often dedicate a great deal of resources to conceive a project, build it, and release it, only to forget about it and see all the time, energy, and resources go to waste. With a whistleblower program, it is critical to have a monitoring component for quality control that will ensure compliance with the parameters established and to make sure employees remain aware that the program is in place and working effectively. Monitoring can be done through meetings with the oversight board, which should take place at least once a quarter.
The manager of the whistleblower program should attend these meetings and present a report showing:
* The number of disclosures received.
* A categorization of the allegations reported.
* Cycle times from filing to action and from action to resolution.
* Reporting avenues used.
* Outside parties involved.
* A measure of the criticality and financial impact of the allegations.
PHASE THREE: PROGRAM RELEASE
Another important element of phase two is developing or modifying the organization's policies and procedures to make the whistleblower program an official component of the system of internal controls. An internal auditor should work with management to make sure the whistleblower program is included in the employee manual and code of ethics and that a charter is developed for the oversight board that specifies the board's role, responsibilities, membership, and authority. Having these elements in writing will go a long way toward creating an environment in which the program is seen as a credible and permanent resource within the organization.
PHASE THREE: PROGRAM RELEASE
In the third phase, the whistleblower program is released throughout the organization. Although hard-copy memorandums, e-mail, video conferencing, voice conferencing, or even computer-based training programs are viable options for releasing the program, the most effective approach is through face-to-face meetings with employees. These encounters allow workers to gain a better appreciation for the importance of the new program and management's commitment to its success, and to get their questions answered.
The length of these meetings can vary according to the needs of the organization and the audience size. An hour or two should be long enough to provide employees with sufficient background information on details including:
* Reasons for implementation.
* Benefits to the control environment.
* Management's commitment to high standards and a reminder of the company's code of conduct policy.
* Staffing of the program.
* Avenues available for disclosing concerns.
PHASE THREE: PROGRAM RELEASE
In the third phase, the whistleblower program is released throughout the organization. Although hard-copy memorandums, e-mail, video conferencing, voice conferencing, or even computer-based training programs are viable options for releasing the program, the most effective approach is through face-to-face meetings with employees. These encounters allow workers to gain a better appreciation for the importance of the new program and management's commitment to its success, and to get their questions answered.
The length of these meetings can vary according to the needs of the organization and the audience size. An hour or two should be long enough to provide employees with sufficient background information on details including:
* Reasons for implementation.
* Benefits to the control environment.
* Management's commitment to high standards and a reminder of the company's code of conduct policy.
* Staffing of the program.
* Avenues available for disclosing concerns.
International auditors
Additionally, companies must assess the level of expertise and availability of qualified internal staff to handle what could be very complicated scenarios. Allegations could range from financial improprieties to supervisory abuse, pollution, or inappropriate contractual obligations. Also, the caller could be in a state of emotional distress out of guilt, fear of retaliation, or other emotional pressure, making it necessary for the staff to handle the situation tactfully and professionally while gathering the facts.
Internal auditors should serve as members of the response team and recommend other employees for the program based on their knowledge of legal, accounting, financial, personnel, and operational matters. Small organizations may meet their staffing needs by designating several qualified individuals who are on call or available via pagers and cellular phones and rotate among themselves to provide continuous coverage. Many organizations find it advantageous to outsource the whistleblower program to ensure independence, achieve broader coverage, and overcome a lack of internal expertise and staff availability. Outsourcing the program does not exempt management from taking a hard look at the organization and deciding exactly how the program will be implemented and run. The service provider will need this information. Sometimes the company providing the employee assistance program is also qualified to provide support for a whistleblower program.
Whenever possible, and especially in locations with large employee concentrations, organizations should designate an ombudsperson employees can speak to personally. The ombudsperson should abide by the same standards of professionalism and confidentiality as the operators of the whistleblower program.
Internal auditors should serve as members of the response team and recommend other employees for the program based on their knowledge of legal, accounting, financial, personnel, and operational matters. Small organizations may meet their staffing needs by designating several qualified individuals who are on call or available via pagers and cellular phones and rotate among themselves to provide continuous coverage. Many organizations find it advantageous to outsource the whistleblower program to ensure independence, achieve broader coverage, and overcome a lack of internal expertise and staff availability. Outsourcing the program does not exempt management from taking a hard look at the organization and deciding exactly how the program will be implemented and run. The service provider will need this information. Sometimes the company providing the employee assistance program is also qualified to provide support for a whistleblower program.
Whenever possible, and especially in locations with large employee concentrations, organizations should designate an ombudsperson employees can speak to personally. The ombudsperson should abide by the same standards of professionalism and confidentiality as the operators of the whistleblower program.
Early warning system
WITH THE NUMERous allegations of financial fraud and dubious accounting practices in the headlines these days, organizations are increasingly turning to internal whistleblower programs to discover and correct improper activities. In fact, Section 301.4 of the U.S. Sarbanes-Oxley Act of 2002 requires public companies to establish procedures for "a) the receipt, retention, and treatment of complaints received by the issuer regarding accounting, internal accounting controls, or auditing matters; and b) the confidential, anonymous submission by employees of the issuer of concerns regarding questionable accounting or auditing matters."
Although whistleblowing is commonly thought of as the act of revealing inappropriate activities to parties outside an organization, internal whistleblower programs allow management to take corrective action inside a corporation without the negative effects that come with public disclosure, such as financial distress, loss of capital for investors, and a drop in value in the stock market. Through these programs, employees are encouraged to discreetly and anonymously disclose concerns about accounting and operational issues. This way, all employees help the organization stay on track, and internal auditors, who cannot possibly examine every process and transaction, cast a wider net in their risk-management efforts.
Internal auditors can play an integral role in the development of whistleblower programs by working with management to create a system that protects the anonymity of the employees who use it and gives them maximum access to the tools that will help them report their concerns. Effective whistleblower programs are developed through four distinct phases--assessment, building, program release, and performance monitoring.
PHASE ONE: ASSESSMENT
During the assessment phase, management must evaluate the organization's needs, define a protocol for the program, create reporting mechanisms, and establish an oversight board to ensure allegations are handled appropriately
Although whistleblowing is commonly thought of as the act of revealing inappropriate activities to parties outside an organization, internal whistleblower programs allow management to take corrective action inside a corporation without the negative effects that come with public disclosure, such as financial distress, loss of capital for investors, and a drop in value in the stock market. Through these programs, employees are encouraged to discreetly and anonymously disclose concerns about accounting and operational issues. This way, all employees help the organization stay on track, and internal auditors, who cannot possibly examine every process and transaction, cast a wider net in their risk-management efforts.
Internal auditors can play an integral role in the development of whistleblower programs by working with management to create a system that protects the anonymity of the employees who use it and gives them maximum access to the tools that will help them report their concerns. Effective whistleblower programs are developed through four distinct phases--assessment, building, program release, and performance monitoring.
PHASE ONE: ASSESSMENT
During the assessment phase, management must evaluate the organization's needs, define a protocol for the program, create reporting mechanisms, and establish an oversight board to ensure allegations are handled appropriately
Around the globe
WHEN PAKISTAN gained independence in 1947, the state-owned Pakistan Railways had a formal internal audit function. Other government and semi-government organizations at the time featured an inspection department, whose role resembled that of internal auditing.
After the promulgation of Pakistan's 1973 constitution, the Office of the Auditor General of Pakistan was formed. The auditor general had the authority to audit receipts, expenditures, and the use of any public funds at the federal and provincial level. Before long, an internal audit function was added to other mature public-sector organizations.
The political and social wave against corruption in the society as a whole led to a culture of public accountability and transparency in decision-making--an environment for which internal auditing was well-suited.
AUDITING LEGISLATION
During the past several years, internal auditing has been introduced gradually in the public sector. In 2001, a local-government ordinance was promulgated that requires all district-level bodies to have an internal audit function led by a chief audit executive.
Also in 2001, the federal government hired foreign and local consultants to help draft the Public Sector Internal Audit Act of 2003, which will make having an internal audit function mandatory for all local, provincial, and federal government institutions. When finalized, the act will be applicable to all institutions to which the government provides funds.
Pakistan's private sector is also subject to audit legislation. In March 2002, the Securities and Exchange Commission of Pakistan issued a code that required all companies listed on any of Pakistan's three stock exchanges to have an internal audit function.
RISING TO THE CHALLENGE
After the promulgation of Pakistan's 1973 constitution, the Office of the Auditor General of Pakistan was formed. The auditor general had the authority to audit receipts, expenditures, and the use of any public funds at the federal and provincial level. Before long, an internal audit function was added to other mature public-sector organizations.
The political and social wave against corruption in the society as a whole led to a culture of public accountability and transparency in decision-making--an environment for which internal auditing was well-suited.
AUDITING LEGISLATION
During the past several years, internal auditing has been introduced gradually in the public sector. In 2001, a local-government ordinance was promulgated that requires all district-level bodies to have an internal audit function led by a chief audit executive.
Also in 2001, the federal government hired foreign and local consultants to help draft the Public Sector Internal Audit Act of 2003, which will make having an internal audit function mandatory for all local, provincial, and federal government institutions. When finalized, the act will be applicable to all institutions to which the government provides funds.
Pakistan's private sector is also subject to audit legislation. In March 2002, the Securities and Exchange Commission of Pakistan issued a code that required all companies listed on any of Pakistan's three stock exchanges to have an internal audit function.
RISING TO THE CHALLENGE
Bibliography for: "7 tips for effective listening
The answers most often given for effective listeners are: 1. no, 2. yes, 3. yes, 4. no, 5. yes, 6. no, 7. no, 8. yes, 9. no, 10. no.
To submit a "Back to Basics" article for consideration, or to request coverage of an introductory-level internal audit topic, please e-mail Larry Hubbard at Larry@LHubbard.com
TOM D. LEWIS, PHD, is an associate professor of accounting in the College of Business at Creighton University in Omaha, Neb.
GERALD GRAHAM, PHD, is the Clinton Distinguished Professor of Management in the Barton School of Business at Wichita State University in Witchita, Kan.
To submit a "Back to Basics" article for consideration, or to request coverage of an introductory-level internal audit topic, please e-mail Larry Hubbard at Larry@LHubbard.com
TOM D. LEWIS, PHD, is an associate professor of accounting in the College of Business at Creighton University in Omaha, Neb.
GERALD GRAHAM, PHD, is the Clinton Distinguished Professor of Management in the Barton School of Business at Wichita State University in Witchita, Kan.
7 tips for effective listening
6. LISTEN (AND OBSERVE) FOR FEELINGS. When listening, do you concentrate just on the words that are being said, or do you also concentrate on the way they are being said? The way a speaker is standing, the tone of voice and inflection he or she is using, and what the speaker is doing with his or her hands are all part of the message that is being sent. A person who raises his or her voice is probably either angry or frustrated. A person looking down while speaking is probably either embarrassed or shy. Interruptions may suggest fear or lack of confidence. Persons who make eye contact and lean forward are likely exhibiting confidence. Arguments may reflect worry. Inappropriate silence may be a sign of aggression and be intended as punishment.
7. ASK QUESTIONS. Do you usually ask questions when listening to a message? Do you try to clarify what a person has said to you? Effective listeners make certain they have correctly heard the message that is being sent. Ask questions to clarify points or to obtain additional information. Open-ended questions are the best. They require the speaker to convey more information. Form your questions in a way that makes it clear you have not yet drawn any conclusions. This will assure the message sender that you are only interested in obtaining more and better information. And the more information that you as a listener have, the better you can respond to the sender's communication.
LISTEN ACTIVELY
Not everyone has to possess the same style of listening, but internal auditors who use "active" listening will likely become much better listeners. Active listening demands that the receiver of a message put aside the belief that listening is easy and that it happens naturally and realize that effective listening is hard work. The result of active listening is more efficient and effective communication.
The Listening Quiz
Are you an effective listener? Ask a peer that you communicate with regularly and who you know will answer honestly to respond "yes" or "no" to these 10 questions. Do not answer the questions yourself. We often view ourselves as great listeners when, in fact, others know that we are not.
7. ASK QUESTIONS. Do you usually ask questions when listening to a message? Do you try to clarify what a person has said to you? Effective listeners make certain they have correctly heard the message that is being sent. Ask questions to clarify points or to obtain additional information. Open-ended questions are the best. They require the speaker to convey more information. Form your questions in a way that makes it clear you have not yet drawn any conclusions. This will assure the message sender that you are only interested in obtaining more and better information. And the more information that you as a listener have, the better you can respond to the sender's communication.
LISTEN ACTIVELY
Not everyone has to possess the same style of listening, but internal auditors who use "active" listening will likely become much better listeners. Active listening demands that the receiver of a message put aside the belief that listening is easy and that it happens naturally and realize that effective listening is hard work. The result of active listening is more efficient and effective communication.
The Listening Quiz
Are you an effective listener? Ask a peer that you communicate with regularly and who you know will answer honestly to respond "yes" or "no" to these 10 questions. Do not answer the questions yourself. We often view ourselves as great listeners when, in fact, others know that we are not.
CONCENTRATE ON WHAT OTHERS ARE SAYING
TO BE SUCCESSFUL AT THEIR job, internal auditors must be able to write, speak, and listen effectively. Of these three skills, effective listening may be the most crucial because auditors are required to do it so often. Unfortunately, listening also may be the most difficult skill to master.
Effective listening is challenging, in part, because people often are more focused on what they're saying than on what they're hearing in return. According to a recent study by the Harvard Business Review, people think the voice mail they send is more important than the voice mail they receive. Generally, senders think that their message is more helpful and urgent than do the people who receive it.
Additionally, listening is difficult because people don't work as hard at it as they should. Listening seems to occur so naturally that putting a lot of effort into it doesn't seem necessary. However, hard work and effort is exactly what effective listening requires.
Internal auditors must listen to explanations, rationales, and defenses of financial practices and procedures. They are constantly communicating with fellow employees whose backgrounds range from accounting to finance to marketing to information systems. In addition, explanations by fellow employees of any "unusual" practices often pose a significant challenge to an internal auditor's listening skills. Auditors can use the following techniques to improve these skills.
Effective listening is challenging, in part, because people often are more focused on what they're saying than on what they're hearing in return. According to a recent study by the Harvard Business Review, people think the voice mail they send is more important than the voice mail they receive. Generally, senders think that their message is more helpful and urgent than do the people who receive it.
Additionally, listening is difficult because people don't work as hard at it as they should. Listening seems to occur so naturally that putting a lot of effort into it doesn't seem necessary. However, hard work and effort is exactly what effective listening requires.
Internal auditors must listen to explanations, rationales, and defenses of financial practices and procedures. They are constantly communicating with fellow employees whose backgrounds range from accounting to finance to marketing to information systems. In addition, explanations by fellow employees of any "unusual" practices often pose a significant challenge to an internal auditor's listening skills. Auditors can use the following techniques to improve these skills.
1. CONCENTRATE ON WHAT OTHERS ARE SAYING. When listening to someone, do you often find yourself thinking about a job or task that is nearing deadline or an important family matter? In the middle of a conversation, do you sometimes realize that you haven't heard a word the other person has said? Most individuals speak at the rate of 175 to 200 words per minute. However, research suggests that we are very capable of listening and processing words at the rate of 600 to 1,000 words per minute. An internal auditor's job today is very fast and complex, and because the brain does not use all of its capacity when listening, an auditor's mind may drift to thinking of further questions or explanations rather than listening to the message at hand. This unused brainpower can be a barrier to effective listening, causing the auditor to miss or misinterpret what others are saying. It is important for internal auditors to actively concentrate on what others are saying so that effective communication can occur.
2. SEND THE NONVERBAL MESSAGE THAT YOU ARE LISTENING. When someone is talking to you, do you maintain eye contact with that person? Do you show the speaker you are listening by nodding your head? Does your body language transmit the message that you are listening? Are you leaning forward and not using your hands to play with things? Most communication experts agree that nonverbal messages can be three times as powerful as verbal messages. Effective communication becomes difficult anytime you send a nonverbal message that you're not really listening.
3. AVOID EARLY EVALUATIONS. When listening, do you often make immediate judgments about what the speaker is saying? Do you assume or guess what the speaker is going to say next? Do you sometimes discover later that you failed to interpret correctly what the speaker was telling you? Because a listener can listen at a faster rate than most speakers talk, there is a tendency to evaluate too quickly. That tendency is perhaps the greatest barrier to effective listening. It is especially important to avoid early evaluations when listening to a person with whom you disagree. When listeners begin to disagree with a sender's message, they tend to misinterpret the remaining information and distort its intended meaning so that it is consistent with their own beliefs.
4. AVOID GETTING DEFENSIVE. Do you ever take what another person says personally when what her or she is saying is not meant to be personal? Do you ever become angry at what another person says? Careful listening does not mean that you will always agree with the other party's point of view, but it does mean that you will try to listen to what the other person is saying without becoming overly defensive. Too much time spent explaining, elaborating, and defending your decision or position is a sure sign that you are not listening. This is because your role has changed from one of listening to a role of convincing others they are wrong. After listening to a position or suggestion with which you disagree, simply respond with something like, "I understand your point. We just disagree on this one." Effective listeners can listen calmly to another person even when that person is offering unjust criticism.
5. PRACTICE PARAPHRASING. Paraphrasing is the art of putting into your own words what you thought you heard and saying it back to the sender. For example, a subordinate might say: "You have been unfair to rate me so low on my performance appraisal. You have rated me lower than Jim. I can do the job better than him, and I've been here longer." A paraphrased response might be: "I can see that you are upset about your rating. You think it was unfair for me to rate you as I did." Paraphrasing is a great technique for improving your listening and problem-solving skills. First, you have to listen very carefully if you are going to accurately paraphrase what you heard. Second, the paraphrasing response will clarify for the sender that his or her message was correctly received and encourage the sender to expand on what he or she is trying to communicate.
2. SEND THE NONVERBAL MESSAGE THAT YOU ARE LISTENING. When someone is talking to you, do you maintain eye contact with that person? Do you show the speaker you are listening by nodding your head? Does your body language transmit the message that you are listening? Are you leaning forward and not using your hands to play with things? Most communication experts agree that nonverbal messages can be three times as powerful as verbal messages. Effective communication becomes difficult anytime you send a nonverbal message that you're not really listening.
3. AVOID EARLY EVALUATIONS. When listening, do you often make immediate judgments about what the speaker is saying? Do you assume or guess what the speaker is going to say next? Do you sometimes discover later that you failed to interpret correctly what the speaker was telling you? Because a listener can listen at a faster rate than most speakers talk, there is a tendency to evaluate too quickly. That tendency is perhaps the greatest barrier to effective listening. It is especially important to avoid early evaluations when listening to a person with whom you disagree. When listeners begin to disagree with a sender's message, they tend to misinterpret the remaining information and distort its intended meaning so that it is consistent with their own beliefs.
4. AVOID GETTING DEFENSIVE. Do you ever take what another person says personally when what her or she is saying is not meant to be personal? Do you ever become angry at what another person says? Careful listening does not mean that you will always agree with the other party's point of view, but it does mean that you will try to listen to what the other person is saying without becoming overly defensive. Too much time spent explaining, elaborating, and defending your decision or position is a sure sign that you are not listening. This is because your role has changed from one of listening to a role of convincing others they are wrong. After listening to a position or suggestion with which you disagree, simply respond with something like, "I understand your point. We just disagree on this one." Effective listeners can listen calmly to another person even when that person is offering unjust criticism.
5. PRACTICE PARAPHRASING. Paraphrasing is the art of putting into your own words what you thought you heard and saying it back to the sender. For example, a subordinate might say: "You have been unfair to rate me so low on my performance appraisal. You have rated me lower than Jim. I can do the job better than him, and I've been here longer." A paraphrased response might be: "I can see that you are upset about your rating. You think it was unfair for me to rate you as I did." Paraphrasing is a great technique for improving your listening and problem-solving skills. First, you have to listen very carefully if you are going to accurately paraphrase what you heard. Second, the paraphrasing response will clarify for the sender that his or her message was correctly received and encourage the sender to expand on what he or she is trying to communicate.
Subscribe to:
Posts (Atom)