Abstract
This paper examines Halliburton Co. and identifies two ethical issues involving its current operations and the impact of these factors on the management planning. It also analyzes three factors that influence the company's strategic, tactical operational and contingency planning and explains their impact on this planning regimen.

From the Paper
"According to a web document published online by Yahoo! Finance, Halliburton was founded in ... Halliburton provides products and services for national and independent oil and gas companies. More specifically, Halliburton Company provides products and services to the energy industry for the exploration, development and production of oil and gas properties. The company operates in two segments; Completion and Production and Drilling and Evaluation. According to the company's Form K annual report filed with the U.S. Securities and Exchange Commission, one issue involving social responsibility that..."

Tags:Halliburton, planning function, contingencies, ethics, legal, social responsibility, management planning, strategic

Abstract
This paper analyzes the reasons behind the two entertainment mega-powers' - Disney Co. and ABC - decision to merge in the content and distribution sections of their value chain. It investigates textually and graphically the economical advantages and the potential effects this decision will hold on the companies individually.

From the Paper
"Another trend in the value chain is to integrate downward towards the end customer. In other words, companies will sell packages of content tailored to an individual's tastes and preferences, instead of a bulk package sold to everyone (disney.com, 1998). This is another advantage that the acquisition of distribution provides. The acquisition of distribution provides closeness to the customer and cross-selling opportunities. It provides the possibility of developing new products, differentiating existing products, and catering to individual customer needs Catering to individual needs can yield higher profit margins than selling an undifferentiated commodity."

Tags:corporate, Walt, profit, production, customer, management, cost

Abstract
This paper begins by providing brief background information about Southwest Airlines Co and notes that it continues to have one of the lowest operating cost structures in the domestic airline industry and consistently offers the lowest and simplest fares. The paper then presents an assessment of Southwest Airline's financial performance, which includes a discussion on the most important factors affecting the company's current performance. The paper also includes suggestions for financial strategies over the next five years.

Table of Contents:
Assessment of 2006 Financial Performance
Table: Operating Revenues
Table: Operating Expenses
Table: Other Income (Expenses), Net
Overall Assessment on Financial Performance
Most Important Factors Affecting the Company's Current Performance
Attracting Customers
Managing Its Fleet
Managing People
Managing Its Finances
Suggested Financial Strategies for the Next Five Years
Revenue Initiatives: Win More Business Customers
Manage Interest Expense
Fuel Hedging
Expansion: Enter New Markets
Continuing Productivity Development
Innovation: Advances in Technology

From the Paper
"Total revenues increased as revenue passengers carried increased due to new two destinations opened during 2006, the Denver and Washington Dulles and due to the passage of the Wright Amendment Reform Act in October 2006. Also average passenger fare increased from $93.68 in 2005 to $104.40 in 2006 to meet continues increase in jet fuel cost and to utilize increased demand on air travel as a result of the industry wide domestic capacity reductions."

Tags:revenue operating fuel, business customers, interest

Abstract
This paper discusses the history and growth of Southwest Airlines Co. (SWA). Specifically, the paper discusses the strategic management of the company and its business plan. The paper provides both an internal and external analysis summary, discussing all aspects of the management, marketing and administration of this growing and profitable company.

Table of Contents:
Introduction
Current Mission, Goals and Strategy
Internal Analysis
Management
Marketing
Finance
Product
Internal Analysis Summary
External Analysis
Competitive
Economic
Target
Government
External Analysis Summary
Appendix

From the Paper
"The most important macro economical factor that affects SWA is the rise of energy costs. This leads to extra costs, reflected in the fare prices. Other cost increases have a similar effect: increases in aviation insurance costs or the new federal ticket tax (introduced with the support of big carriers). Another economical problem worth looking into is the downsizing trend of the aviation industry. This puts pressure on the company stuck between the necessity of cutting costs and the traditional commitment to employees, to good and bad."

Tags:marketing, profit, competitive

Abstract
The paper provides a profile of the Mohamed Taha Hamood & Co., an international certified public accounting management, training, and consulting firm located in Yemen. The paper quotes from the profile; "We are a correspondent of Ernst & Young Global, which has been in the Middle East since 1923. During the past eighty-four years, the firm has evolved to meet the current developments, especially international legislative changes within the Middle East. There are 15 offices in 11 Arab countries that make up the Middle East division of Ernst & Young. There are 1800 staff, 100 partners, and sixty percent of the partners are Arab nationals."

From the Paper
""No matter what your industry, no matter where your operations are located, we can help you through our skills and experience." Company Details Mohamed Taha Hamood & Co. is an international certified public accounting management, training, and consulting firm located in Yemen. We are a correspondent of Ernst & Young Global, which has been in the Middle East since 1923. During the past eighty-four years, the firm has evolved to meet the current developments, especially international legislative changes within the Middle East. There are 15 offices in 11 Arab countries..."

Tags:marketing, company, profile

Abstract
This paper discusses how the external/internal factors of diversity, ethics and technology have a direct impact on the four functions of management within Merrill Lynch & Co. The paper explains diversity, ethics and technology and then looks at the ways that each of them impact planning, organizing, leading and controlling within the organization.

Table of Contents:
Diversity
Planning
Organizing
Leading
Controlling
Ethics
Planning
Organizing
Leading
Controlling
Technology
Planning
Organizing
Leading
Controlling
Conclusion

From the Paper
"When Merrill Lynch & Co. rolls out new technology, the IT department allows the employees to give feedback. The IT department actually answers the e-mails that are sent and lets the sender know whether or not his or her suggestion will be implemented. This is very important, as the users ultimately decide whether or not the new technology is a good tool and is useful. Before the latest rollout, Merrill Lynch & Co. did not do their due diligence very well. The technology that was used was scrapped and written off because the functionality was not efficient. The field could not utilize it well and the whole program was terminated."

Tags:employees, shareholder, integrity

Abstract
This paper explains that highly regarded Unilever, who owns Walls Ice Cream, already has established its line of personal care products and food offerings in China. The author reports that, in 1992, Wall's management team concluded that the China population was ripe for expansion in the ice cream market. The paper points out that, although Walls' distribution strategy had been successful in many other countries, it required serious adaptation in China because of the high costs associated with the under-developed transportation and retail infrastructure and fragmented logistics service providers. The paper indicates that these costs were passed on to consumers, who were not willing to pay higher prices for what was perceived to be a local brand. The author concludes that Walls' initial logistics start up resulted in a missed opportunity due to under-utilization of Unilever's vast business network and resources, which were already located in many other regions of China.

Table of Contents:
Executive Summary
Business Analysis
Government
Joint Ventures and Distributors
Retail Market and Consumer Culture
Conclusion of Business Analysis on Walls China
Further Points for Discussion

From the Paper
"The company retained a series of independent distributors who sold ice cream from the back of trucks to street vendors and small independent retailers in large cities. Walls coaxed vendors into selling their brand exclusively by lending more than 42,000 refrigerators for free, but later found vendors misusing equipment to store frozen products from other manufacturers, and inventory shrinkage due to freezer theft. Walls' refrigerator investment was quite sizable and due to the fact that ice cream demand in China was seasonal, the point of purchase refrigerator investment was not the most cost-effective.

Tags:under-developed, transportation, retail, infrastructure, network, reform

Abstract
The purpose of this study is to assess the prevalence and types of psychoactive substance use disorders plus other non psychotic mental disorders among a population of homeless persons participating in a behavioral day treatment and contingency management drug treatment program. This study also examines the differences in severity of functioning by diagnostic status on admission to treatment and the effect of diagnostic status on treatment outcome. In this article, the writer examines whether there are effective ways to treat co occurring / existing disorders simultaneously instead of using a multitude of techniques. In addition, the writer determines the amount of supporting documentation on effective treatment methods, as well as possible data on other effective methods and methods that may have been proven ineffective or untimely. This study also serves as current research on what characteristics have been determined to create co-occurring / existing disorders.

Table of Contents:
Tables
Introduction
Statement of the Problem
Purpose of the Study
Importance of the Study
Scope of the Study
Rationale of the Study
Definition of Terms
Overview of the Study
Review of Related Literature
Methodology
Approach
Data Gathering Methods
Database of Study
Validity of Data
Originality and Limitation of Data
Summary
Appendix
Reference List

From the Paper
"Although there are treatments for a multitude of disorders that exists there is very little known about methods that treat these disorders simultaneously. Therefore, there is a need to determine if there are co current methods are they effective, how much is known about them, and if there are not currently any methods, are there ways to develop methods that will work on a combination of disorders simultaneously. Co occurring/existing disorders exists, treating these disorders has occurred through numerous channels, this often may cause some distress on the part of the patient; it is also possible that methods may contradict each other in certain aspects. One of the most significant problems is the lack of research on methods to treat co occurring/existing disorders. There is also a lack of information on why co occurring/existing disorders occur, as well as what possible indicators are there that may help clinicians predetermine when co occurring/existing disorders will occur."

Tags:alcohol, dual, diagnosis, treatment

Abstract
Examines various strategies of ten different organizations (Coca-Cola, Walt Disney Co., Time-Warner, Johnson & Johnson and other real world companies). Analysis of principles & purpose of strategic management. Short-term planning and long-term goals. Establishing performance objectives. A strategic management model & the process by which companies develop & implement & execute their strategies.

From the Paper
"When economies are healthy and businesses are doing well, it is easy for managers to become complacent and not pay attention to long-term direction. Healthy economic conditions can be forgiving of such inattention. When the economy changes and the business environment becomes more competitive, those companies which have established a tradition of long-term goals in conjunction with short-term planning are the companies which survive and even prosper. Companies which ignored that aspect of their business find that the increased competition for resources, customers and market share does not long tolerate poor or no planning. This research considers the strategic management model, and the various strategies employed by ten different organizations...."

From the Paper
"Abbott Laboratories


Abbott Laboratories of Chicago is one of America's major pharmaceutical companies, but it also has other products, including nutritionals and diagnostic equipment. In fact, more than half of the company's revenues come from these other products in markets where Abbott has the dominant share. Abbott also supplies such goods as intravenous fluids to hospitals and blood banks, along with pumps, screening tests, anesthetics, and critical care equipment. The company has shown innovative capabilities in terms of the development of new drugs for various purposes and has spent a good deal on research and development to create the next generation of such products. The key competition for this company includes other pharmaceutical giants such as Johnson & Johnson..."