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Financing and Toyota's Current Recall Decision, 2008.
An analysis of the financing options for Toyota following the company's current recall decision.
1,206 words (approx. 4.8 pages), 2 sources, MLA, $ 41.95
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Abstract
This paper discusses financing within a firm or organization and the importance of its processes within the overall strategic development of financial management. The paper specifically discusses Toyota's current recall decision and analyzes a variety of options that are available to the company given its current need pertaining to a recall.
Table of Contents:
Introduction
Financing Options
The Effectiveness of the Options Chosen: Financial Outlook
Conclusion
From the Paper
"Financing is essentially to helping a company's strategic development and growth, as is clearly shown by Toyota. However, with projects or changes in strategic goals that require financial obligations from a corporation, then many options that fit the general financial position of the firm has to be examined. Options available are endless, however Toyota has to use the right combination to gain the needed capital while simultaneously dealing with the debt/equity balancing. Similarly, the financing techniques above are also chosen to ensure the optimal cash flow balance; which is enough to help with the daily cash flow needs, while not being excessive that results in a loss of opportunity interest. The overall composition of the paper was to clearly outline the options available to Toyota as they seek funding for the full cost of the recall at $925 million. The structure and method of each type is significantly different, but can be advantageous to Toyota as they seek funding."
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Toyota's Recall Budgetary Nightmare, 2007.
A look at the financial issues concerning the Toyota company's need to recall cars due a technical problem.
948 words (approx. 3.8 pages), 3 sources, APA, $ 33.95
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Abstract
This paper addresses how financial managers manage an organization's need for cash investments. It explores the sources, advantages, disadvantages, and structuring of these investments. In particular, it identifies a need for Toyota to finance a massive recall for multiple models due to premature steering problems. Toyota needs approximately $925 million in order to take care of the full cost of this recall.
From the Paper
"In the wake of 2005's recalls, which outnumbered Toyota's sales in the U.S. by about 200,000 vehicles, the company installed some stricter quality mandates internally. Another company would have moved on, but Toyota reviewed its service plans, made a public apology and hired 8,000 new quality engineers. Still others believe that with a quality gap that is closing rapidly between the "Big Three" made products and Asian automakers, Toyota somehow manages to keep its image as the essence of quality."
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Decision Analysis: Decision Trees, 2004.
Reviews importance of modeling in policy analysis and the use of decision tree analysis
1,150 words (approx. 4.6 pages), 1 source, APA, $ 39.95
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Abstract
This paper reviews the importance of modeling in policy analysis and the use of decision tree analysis. It looks at the tools available to help policy makers. The writer uses the example of Firestone tires on the Ford Explorer sports utility vehicles as an application of decision trees in decision analysis.
From the Paper
"There is a large variety of tools available to help decision-makers. This paper focuses on one of these tools decision tree analysis. The consideration of the decision tree decision analysis tool begins with are view of the ..."
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Decision-Making Model Analysis, 2007.
An analysis of two decision-making models; the 9 step model and the decision tree.
1,053 words (approx. 4.2 pages), 2 sources, MLA, $ 36.95
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Abstract
The paper compares the 9 step model to the decision tree in terms of advantages and disadvantages, as well as the approach to problems presented. The paper defines what the decision tree is and looks at how, in terms of a managerial or work-related decisions, the decision trees are useful. The decision trees clearly state out different courses of action, as related to different variables and restraints that may appear. The paper looks at the advantages of using a decision tree when making a decision. By comparing the two different models, the paper concludes that the decision tree is actually part of the 9 step model as the 9 step model is more complete in its approach.
From the Paper
"The decision tree starts with listing the decision that needs to be made , listed at the top of the tree. Each possible solution that can be adopted depending on different variables will form different branches of the decision tree. Each branch may carry its own ramifications, if, for example, each solution brings about new conditional variables (for example, an organization may have to decide on either launching a new product or consolidating the existing one, but launching a new product can be done either through innovation or through purchasing an existing line from a competitor). Each of the branches will have a measurable outcome, evaluated in term of cost, profitability, increase in market share etc. Each outcome will have attached an estimated probability that it will happen. Multiplying the probability with the outcome value for each node will allow us to have, in the end, a final score for each of the possible decisions and numerically evaluate the options."
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Debt and Equity Financing, 2005.
An overview of the positive and negative characteristics of debt and equity financing.
2,157 words (approx. 8.6 pages), 6 sources, MLA, $ 67.95
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Abstract
This paper examines how choosing which financing vehicle is best for a company is very important and how equity and debt financing are financial mechanisms by which a firm can raise financial capital. It looks at how the characteristics of each of these two groups depend on three variables: investors' claims on future cash flow, their right to participate in company decisions and their claims on company assets in liquidation. The paper examines the benefits and disadvantages of both.
Outline
Introduction
Characteristics of Equity Financing
Advantages of Equity Financing
Disadvantages of Equity Financing
Characteristics of Debt Financing
Advantages of Debt Financing
Disadvantages of Debt Financing
Contrast Between Equity and Debt Financing
The Capital Structure Decision
The Irrelevance Proposition
Conclusion
References
Appendix
From the Paper
"Equity financing is the act of raising money for company activities by selling common or preferred stock to individual or institutional investors. In return for the money paid, shareholders receive ownership interests in the corporation. Equity (or common stock) offers residual claims. On a balance sheet, equity equals total assets less all liabilities. Equity financing is generally recommended for a business that's experiencing very high growth with high investment risk. The major sources of equity financing include individuals starting the business, friends and family, angel investors, venture capitalists, and public equity markets. Equity can take several forms including preferred stock, common stock, limited partnership interest, and project equity."
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Decision-Making Model Analysis, 2007.
A look at the analytic hierarchy process of decision-making and how it was used by the writer in a recent job-related decision.
989 words (approx. 4.0 pages), 3 sources, MLA, $ 35.95
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Abstract
This paper describes a particular decision-making model and explains how the model was used by the writer in a recent job-related decision. It shows how critical thinking also impacted the decision. The paper lists the three phases and seven steps of the analytic hierarchy process and discusses how it was applied to the writer's job as a category manager for a food service distributor.
Table of Contents:
Abstract
Decision-Making Models
Decision-Making Model
Analytic Hierarchy Process
Application of Analytic Hierarchy Process
Decisions and Critical Thinking
Conclusion
From the Paper
""Decision-making is the cognitive process of selecting a course of action from among multiple alternatives" (Wikipedia 2005). The effect of the decision-making process will result in a choice. The choice may be derived through rational or irrational reasoning as well as factual basis or assumptions. Businesses today will invest the time and money necessary to train associates in critical thinking skills as well as decision-making models. A common decision-making model is the Analytic Hierarchy Process."
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Decision-Making, 2007.
This paper discusses the advantages and disadvantages of group decision-making versus individual decision-making.
1,590 words (approx. 6.4 pages), 3 sources, APA, $ 52.95
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Abstract
This paper states that some of the advantages of group decision-making over individual decision-making is that there are more resources, the work load can be spread evenly amongst all of the members of the group and there are more diverse viewpoints. The author points out that the disadvantages of group decision-making is that the process is more time consuming, there is more pressure to conform, and there is a possibility of unfair treatment and questionable leadership. The paper concludes that the type of organization and the kind of decision to be made determine whether it is better to use a group or individual decision-making process.
From the Paper
"...it is sometimes difficult to ascertain who's the boss or the leader. Imagine there being a football team without the head coach, or a marching band without a drum major. Those things can be in existence without the head coach and the drum major, but I guarantee that those entities will not be able to stay afloat for even a short period of time. It is imperative that the group come to a general consensus about who the spokesperson or leader for the group will be. Doing this will alleviate a lot of stress and eliminate the ambiguity in the group's assignments."
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Strategic Decision Making, 2005.
This discussion investigates strategic decision-making in project management organizations, focusing on the World Bank and UNESCO.
25,514 words (approx. 102.1 pages), 45 sources, MLA, $ 249.95
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Abstract
The research explores how corporations or organizations make strategic decisions in project management. The investigation focuses on organizations such as the World Bank and UNESCO providing a comparison of these two entities. Tje paper explains how the World Bank makes special use of the project life cycle which is composed of eight phases: Country assistance strategies, identification, preparation, appraisal, negotiation and board approval, implementation and supervision, implementation and completion and evaluation. It shos how the World Bank relies on various strategies and the board of directors in the decision making process. On the other hand, the paper explains how UNESCO relies on the general conference and the bureau of strategic planning to make decisions for the organization. Project management is specialized for each project. It also includes an objective and goal for each aspect of the organization. A SWOT analysis is made for both organizations. The discussion focuses on the key factors involved in making decisions. The research indicates the importance of feasibility studies for both organizations and the success of the projects that have been implemented. The literature review discusses project management, product management, benchmarking, strategic marketing and other components of strategic planning. In addition, the research investigates strategic decision-making as it relates to human resources including team training and the characteristics of a project manager. The strategies and marketing aspects of the organizational strategies are also investigated. Finally, the discussion focuses on future studies in areas of strategic decision-making and project management.
Outline
Abstract
Executive Summary
Chapter I
Introduction of Topic
Introduction
Background
Conclusion
Chapter II
Comparison of the World Bank (International Bank) and UNESCO
Introduction
On What Basis do Corporations or Companies Make Strategic Decisions in Project Management?
World Bank (International Bank)
Strategic Decision-Making and Project Management
SWOT Analysis
Strengths
Weaknesses
Limited Scope of Operations
Opportunities
Threats
Conclusion (World Bank)
UNESCO
Strategic Decision Making
Education
Objectives
Natural Sciences
Information Systems and Communication
Objectives
Social and Human Sciences
SWOT Analysis
Conclusion (UNESCO)
Man-made Limitations
Seasonal Factors
Institutional Factors
Comparison of Feasibility Studies between the World Bank and UNIDO
UNIDO
Successfulness of Projects
Chapter II Conclusion
Chapter III
Literature Review
Introduction
Strategic Management
Project Management and Strategic Decision Making
Project Management
Strategic Decision Making
Project Managers and Project Teams
The Role of Product Innovation and Development
Creativity
Benchmarking
Strategic Marketing and Planning
Chapter III Conclusion
Chapter IV Future Studies
Introduction
Future Studies
Chapter IV Conclusion
Chapter V
Discussion& Conclusion
Introduction
Discussion
Conclusion
References
From the Paper
"Strategic Decision Making has long been a part of the corporate culture. The need for strategic decision-making became evident after World War II; this will be discussed in detail in the literature review. Strategic decision-making is also essential because most organizations are now using project teams to complete certain tasks. Therefore, the ability of managers to make strategic decisions is important. In recent years, project management has become increasingly more popular. In addition, the importance of strategic decision-making has become more prominent. The development of new ideas and concepts has led many organizations to seek out project managers to implement the new innovative projects properly. There is evidence to suggest there is a shortage of project managers, which is a reflection of the changing corporate environment. To combat this shortage of project managers many business schools have begun to offer specializations in project management."
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Long-term Financing of Corporations, 1991.
This paper discusses the long-term financing of corporations: Issuing of common and preferred stock, dividends, debts, leasing, decision making processes, voting rights and repurchasing..
3,150 words (approx. 12.6 pages), 5 sources, $ 111.95
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From the Paper
"Long-term financing decisions are central to a firm's operating strategy. The decision to raise capital by selling stock or incurring long-term debt, or through some combination of these, has long-range implications for the company. Such decisions can determine the type and number of investors interested in the company, and also raises tax and financial reporting issues. This research addresses a broad overview of long-term financing, including stock (both common and preferred), dividends associated with stock, long-term debt financing, leasing, and other miscellaneous options.
One way a company can raise capital is to issue stock. This basically spreads ownership of the company across a broad group of individuals or institutions. Shares of common stock are the fundamental ownership units of the corporation. The articles of ... "
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Decision Support System, 2002.
A review of the article by John R. Carlson, Dawn S. Carlson and Lori L. Wadsworth, "On The Relationship Between DSS Design Characteristics And Ethical Decision Making" Vol. 11, Journal of Managerial Issues.
1,401 words (approx. 5.6 pages), 4 sources, MLA, $ 46.95
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Abstract
This paper looks at how the article discusses the problems of unethical behavior in an organization and how decision support system can help in making more ethically sound decisions. It evaluates how the authors present an in-depth study of decision support system (DSS) and its implementation in organizations for ethical decision making. Decision support system is software that helps in analyzing various situations and presents different decision alternatives. It examines how although ethics have become an extremely important issue of debate in our corporate sector, very little attention is paid to ethicality of decisions made at managerial level. It shows how the authors cite various examples to prove that ethics is an important subject in organizations and thus DSS must be implemented to make decision-making process more precise and accurate.
From the Paper
"Carlson and others have presented previous research findings in this connection to highlight the importance of ethics in organizations and to further support their argument in favor of implementation of information systems in decision-making process. Citing these researches, Dubinsky and Loken, 1989; Ferrell and Gresham, 1985; Fritzsche, 1995; Gottlieb and Sanzgiri, 1996; Hunt and Vitell, 1986; Jones, 1991; Rest, 1986; Trevino, 1986, the authors maintain that a lot of information is available on the subject of ethical decision making but there is significant fewer studies conducted ion the subject of support that should be given to the decision maker. Citing Carlson and Perrewe, 1995; Nielsen, 1990, Sims, 1991, they concur that very few well researched studies are available on support system which illustrates the fact that more in depth study is required in this area."
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Empowerment and Group Decision Making, 2005.
Considers how empowerment and participative decision making improves the decision making process within organizations.
2,300 words (approx. 9.2 pages), 7 sources, APA, $ 79.95
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Abstract
This paper considers how empowerment and participative decision making improves the decision making process within organizations. It looks at downsizing efforts that empower workers and the benefits to the organization of participative decision making.
From the Paper
"In recent years groups have become increasingly important in the American workplace as companies move toward fewer managers, more empowered workers and away from hierarchical organizational structures ..."
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Group Decision In Communicating, 2002.
Explanation of what constitutes group decision in communicating and discussion of some of the theories regarding group decision.
1,400 words (approx. 5.6 pages), 18 sources, $ 53.95
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Abstract
This paper is on group decisions in communicating. Group decision communicating often consists of orientation, conflict, emergence, and reinforcement. Decision-emergence theory is an explanation of the complex communication process that groups go through in doing any projects. These steps often make or break the group.
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Decision-Making Models.
This paper applies various decision-making models to the funeral home industry.
1,150 words (approx. 4.6 pages), 4 sources, APA, $ 39.95
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Abstract
This paper explains that a decision-making model helps a decision maker to structure the process by which he or she makes a decision; a good funeral director must be prepared with a number of models to help him or her make appropriate judgments in difficult situations. The author points out that conflict is the root of most decision-making difficulties, and there will always be conflicting factual and emotional evidence in any decision one is faced with on the job. The paper relates that the organizational model decision-making construct allows the funeral director access to the most accurate cause and effectual information; thereby, consulting the individual's will or other instruction regarding the deceased's desires and then negotiating between the participants involved by applying a flow approach to the decision using the steps of framing, deciding, communicating, implementing, and evaluating.
From the Paper
"When making a decision in the real world, it's a common and popular method to diffuse conflict by saying, 'oh, it's not a matter of life and death.' However, when a funeral director is making decisions regarding the most appropriate methods for his or her actions on a daily basis, or in a difficult situation at a funeral home, it is a matter of life and death. It is a matter of death because of the nature of the subject matter of the profession. It is a matter of life for the dead person's loved ones and relatives. The deceased and the living both have needs and wishes that are at stake, regarding the final obsequies for the individual who has passed on."
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The Financing of Terrorism, 2008.
This paper provides an analysis into the financing of terrorism, including motivation and the influence of the media.
1,941 words (approx. 7.8 pages), 6 sources, MLA, $ 61.95
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Abstract
In this article, the writer examines and analyzes the financing of terrorism. The writer's analysis is divided into successive components entitled: Forms of Financing, Motivations for Financing Terrorism, Exploitation of the Media, and Disturbing Trends. The final sections offer a solution to the problem of terrorism. In addition, the writer provides a concluding commentary concerning the consequences if the fundamental causes of terrorism are not addressed through Western foreign policy changes and alternative fuels are not developed so reliance on Middle East oil can be ended.
Table of Contents:
Introduction
Forms of Financing
Motivations for Financing Terrorism
Exploitation of the Media
Disturbing Trends
Conclusion
From the Paper
"Terrorists, of course, do not consider themselves to be irrational or self-righteous, they believe they are defending Muslims from Western domination and economic exploitation. Millions of Muslims throughout the Middle East share this belief, and help fund terrorist groups by making contributions to Islamic charities, which greatly exacerbates the difficulties for Western governments and intelligence agencies trying to cut off the financing of terrorism.
"The fundamental problem in combating the exploitation of Islamic charities by terrorist groups is the fact that the act of charity forms a very important part of Muslim law and tradition."
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PMI Decision-Making Tool.
This paper discusses Edward de Bono's Plus/Minus/Interesting (PMI) decision-making technique, which can help managers to effectively improve their decision-making.
1,015 words (approx. 4.1 pages), 5 sources, APA, $ 35.95
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Abstract
This paper explains that planning using the PMI technique (1) gives managers a standard of measurement, thus allowing managers to determine if goals are being met; (2) helps managers to transform values and beliefs into specific coherent actions; and (3) allows limited resources like budgets and human resources to be committed in the most efficient manner. The author points out that, in the PMI technique, the T-chart is divided into three sections: plus (good points), minus (negative points), and interesting sections (points that are neither specifically good nor bad, but applicable, interesting, or have extended implications for the decision). The paper relates that the PMI may not be especially useful when a manager has few or no prejudices regarding a specific decision and already has a broad and nonjudgmental understanding of the problem; when a manager has strong existing biases, the PMI is especially useful.
From the Paper
"Small and large businesses, for profit and non-profit organizations, high technology and manufacturing businesses all require good decisions to be viable and successful. Further, in today's fast-paced and complex business environment, managers are often faced with difficult and sometimes seemingly unsolvable problems. As such, managers require decision making tools and techniques that are effective across a wide variety of situations. The Plus/Minus/Interesting (PMI) decision-making technique is one of most valuable and simple tools that managers can use to make effective decisions. Developed by Edward de Bono in his 1982 book, de Bono's Thinking Course, the PMI is essentially a thinking tool (PMI Edward de Bono's) that amplifies and improves on the common pro and con lists that many people devise."
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