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Long-Term Capital Management, 2001.
The following paper discusses Long-Term Capital Management with reference to wall street traders, random individuals and businesses.
3,417 words (approx. 13.7 pages), 11 sources, APA, $ 96.95
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Abstract
The following paper discusses long-term capital management with reference to wall street traders, random individuals and businesses. The paper examines the rise and fall of bond firm of long-term capital management and assesses the consequences ? insofar as they can yet be determined of the failure of LTCM on the U.S. and world economy and the implications for the demise of this giant in terms of future investment strategies in hedge funds.
From the Paper
?Salomon Brothers, where he formed its renowned Arbitrage Group in 1977 by hiring academia's top financial economists. This band of academics developed computer models to deconstruct and ultimately minimize financial risk and became the best ? and the brainiest ? bond arbitrage group in the world. A mysterious and shy Midwesterner, Meriwether knitted together this group of Ph.D.-certified arbitrageurs into a seamless financial machine, and they rewarded him with filial devotion and fabulous profits (Shiller 91).?
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Long Term Capital Management, 2002.
An analysis of the effects of the near collapse of Long Term Capital Management (LTCM) in the banking and investment world.
1,005 words (approx. 4.0 pages), 8 sources, MLA, $ 35.95
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Abstract
This paper provides an analysis of the conditions and events that led to the near collapse of Long Term Capital Management (LTCM) in September 1998. The author discusses the mistakes made that ultimately led to this downfall and outlines lessons to be learned by the hedge fund industry.
From the Paper
"Three years before energy industry giant Enron Corp. sought protection from creditors and came under the harsh light of scrutiny for the complex web of off-balance sheet deals that masked the firm?s huge debt, a very similar scenario unraveled among some of Wall Street?s most celebrated financial players. But while Enron unsuccessfully sought eleventh-hour aid from the power brokers it has bankrolled in Washington D.C., a ?who?s who? of global financial institutions stepped up to bail out hedge fund Long Term Capital Management (LTCM) in September 1998. Not coincidentally, the bankers arguably had more to lose from the impending collapse of LTCM than they faced in the more recent debacle."
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Long-Term Capital Management, 2002.
Looks at the rise and demise of hedge funds.
1,934 words (approx. 7.7 pages), 7 sources, MLA, $ 61.95
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Abstract
This paper explains what long-term capital management, or hedge funds, are and how they operate. It gives the background information of long-term capital management (LTCM) and its distinguishing features. The paper continues with a discussion on the collapse of LTCM, including the causes and consequences. There is also a discussion on the future of LTCMs and hedge funds and a brief overview of the reforms needed to regulate hedge funds.
From the Paper
"Hedge funds are large unregulated private investment pools for wealthy institutions and investors. Hedge funds are not limited by the restrictions put on other types of investment vehicles with regard to their leverage and the composition of their portfolio. Hedge funds are allowed to take short positions in securities and are also allowed to concentrate their investments in a particular firm, industry or sector. The launch of Long-Term Capital Management (LTCM) represented one of the first hedge funds in operation and, unfortunately, the first fall out. Ultimately, the arrogance of LTCM?s management in believing that they could actually hedge away all the risk precipitated the fund?s demise."
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Working Capital Management in Healthcare, 2005.
Examines the importance of having working capital management in the healthcare industry.
1,000 words (approx. 4.0 pages), 4 sources, APA, $ 35.95
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Abstract
To maintain a strong financial position the company's capital structure must be well organized to reduce the overall cost of capital. It is essential that proper management of the cash flow and investments are scrutinized on a constant basis. This paper shows that without a firm hand on the money going out and the money coming in, a company could find themselves without working capital, bad dept and an excess inventory. Everything that affects working capital, such as payables, receivables, equity, loans, inventory and investments must be controlled constantly. This paper examines how capital management in healthcare requires regular maintenance to be successful.
Paper Outline:
Introduction
Capital Management
Importance in Healthcare
Cash and Investments
Managing Payables
Inventory Management
Investments
Conclusion
References
From the Paper
"Ratios are important to a company and must be analyzed frequently. Comparing the ratios to that of other similar companies will reveal just where the organization stands in the business. There are two basic financial decisions a company must make before starting. While looking at the assets of an organization, the company will naturally lean towards investing in the positive net present value (NPV) projects. Once this is determined then a capital structure is created to fund the project."
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Capital Management Solutions, 2007.
This paper discusses the capital management issues of the Lawrence Sports company.
1,779 words (approx. 7.1 pages), 2 sources, MLA, $ 57.95
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Abstract
The paper addresses the current problems with the Lawrence Sports company's approach to capital management. The paper examines the issues and opportunities involved and presents an optimal solution for the company. The paper includes tables that illustrate the information provided.
Outline:
Introduction
Issue and Opportunity Identification
Stakeholder Perspectives and Ethical Dilemmas
Problem Definition
End State
Alternatives and Benchmarking Validation
Risk Assessment and Mitigation
Optimal Solution
Implementation Plan
Evaluation
From the Paper
"An effective capital management plan is needed in order to ensure that the company is able to sufficiently address its operational needs, exploit it growth prospects, and meet its current liabilities (McClure, 2003). Without adequate cash flows, Lawrence will be unable to pay its suppliers, which will ultimately negatively impact on its business relationships, thereby cutting off supplies of necessary raw materials and souring growth prospects dependent on those suppliers. Conversely, if Lawrence borrowed excessively to meet liabilities, and then sales slowed, the company could ultimately fail to pay long term and short term debts."
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Capital Management, 2004.
This paper relates the importance of cash flow management.
2,938 words (approx. 11.8 pages), 9 sources, APA, $ 103.95
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Abstract
This paper explains the process of cash flow management. The author discusses the proactive role that the company treasurer can take in managing the credit and collection function. The paper describes the job of various employees in financial management.
From the Paper
"According to Lucy Reuben writing in "Black Collegian" every organization, private or public, large or small, depends upon a management team that generates cash inflows sufficient to cover required cash outlays. Corporate financial management covers a diverse range of responsibilities related to the procurement and use of cash flows. These responsibilities are generally divided between a treasurer and a controller who both report to the vice-president of finance. The controller handles issues such as capital budgeting profit and loss analysis and working capital management. The treasurer's side ..."
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Management of Working Capital, 1977.
This paper discusses the management of working capital and covers such areas as cash management, accounts receivable, inventory and other areas.
3,150 words (approx. 12.6 pages), 5 sources, $ 111.95
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From the Paper
"This research is on the Management of Working Capital and covers such areas as cash management, accounts receivable, inventory and other areas of the topic
There is no universal definition of working capital that is accepted by everyone. Some have made it quite simple stating it was the difference between current assets and current liabilities. Others consider it as being equal to the total of current assets. The prime object of any business is to make a profit. Whether or not this is accomplished depends to a great extent on the manner of its administration of working capital. However there are special problems in connection with these funds which require special operating and financial skills of a very high order. Especially is this true as the complexity of the business increases."
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Working Capital Strategies, 2008.
This paper is a research proposal on the risk and opportunities of working capital, working capital management, cash conversion cycle and credit management, among others.
4,739 words (approx. 19.0 pages), 15 sources, APA, $ 121.95
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Abstract
This paper is a research proposal that discusses Lawrence Sports, a company that manufactures and distributes sports equipment and protective gear. Lawrence has a cash flow problem because largest customer, Mayo Stores is not paying on time. This paper benchmarks other companies to determine an alternative solution which will enable the company to improve its overall cash flows. The paper introduces research that assesses the risks and opportunities of working capital, working capital management, cash conversion cycle, credit management, and short-term financing/debt reduction to prepare for long-term opportunities, cash flow, and identifies the best practices in working capital management. Also, the paper has a large appendix with information from multiple companies.
Outline:
Abstract
Introduction
Conclusion
References
Appendices
Borders
General Electric
Magna Entertainment Corporation
Fleetwood Enterprise
Wal-Mart
Starbucks
Graham Manufacturing
Dell Computers
From the Paper
"In addition to the other working capital issues identified, Lawrence Sports also is experiencing issues with its cash conversion cycle. Currently, Lawrence is using short-term financing in the form of cash from operations and a bank line of credit to not only finance short term assets such as inventory but also ongoing operations. Doing so places a significant pressure on the company to convert cash quickly. Benchmarking two other companies who have successfully controlled their cash conversion cycle could lend insights to Lawrence on how its CCC may be improved.
"Graham Manufacturing had a CCC of 134 days in 2004. By reducing the amount of time to collect 42% in 2007 and 37% in 2006 as well as increasing the amount of customer deposits prior to delivery of product Graham reduced its CCC down to 46 days by Q1 FY08. Following Graham's example Lawrence Sports could reduce its CCC by requiring Mayo, its largest customer, to pay more than 20% at the time of order. Additionally, Lawrence should focus on faster collections just as Graham did successfully. Such a plan could take the form of discounts for prompt payment or negotiate an interest charge for delayed payment."
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The ROI of Human Capital, 2004.
Review of literature concerning what it takes to enhance human capital management and, thereby, return on investment (ROI).
2,828 words (approx. 11.3 pages), 6 sources, MLA, $ 84.95
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Abstract
This paper reviews literature concerning ROI (return on investment) and human capital and looks at examples of companies and how they effectively managed human capital to enhance their ROI. The paper then uses this information to assert that the ROI of human capital can be measured and that this knowledge is essential to the health of a company. The paper also points out that one of the most important aspects of human capital management is effective communication within the company.
From the Paper
"While TQM (Total Quality Management) and JIT (Just In Time) were industry watchwords in the 1990s, after the change of the millennium, those purely statistical measures of organizational excellence seem limited. The new corporate landscape is littered with the bodies of organizations that did everything right; they just did the wrong things right, and, in retrospect, paid more attention to process than the people who operated those processes. The new watchword seems to involve human measurements, infinitely more difficult than process measurements as required by TQM and JIT types of programs. Even more difficult is providing an assessment of how good capital management practices can affect ROI. It is easy to see that too much downtime on an assembly line can damage ROI; the costs of the equipment are known, as are the profits of its products. But when humans have ?down time? it is often not noticeable, never mind measurable. Still, there are factors that are known about operating humans; for instance, communication is essential. IN addition, there are companies with good human capital management styles, and bad. Each of those companies will have a financial picture; correlating the ranking of a company?s human capital management function with its financial picture is a guidepost to finding the best practices in human capital management for producing a desirable ROI from investments in human capital."
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Hedge Funds, 2004.
This paper discusses hedge funds, featuring the launch and collapse of one of the first hedge funds, Long-Term Capital Management (LTCM).
1,930 words (approx. 7.7 pages), 7 sources, APA, $ 61.95
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Abstract
This paper explains that hedge funds, large private investment pools that are not limited by the restrictions put on other types of investment vehicles, are allowed to take short positions in securities and to concentrate their investments in a particular firm, industry or sector. The author points out that, in the case of LTCM, the basic idea was hedging: over time, the value of long-dated bonds issued a short time apart would tend to become identical, and by a series of financial transactions (essentially amounting to buying the cheaper 'off-the-run' bond and short-selling the more expensive, but more liquid, 'on-the-run' bond), it would be possible to make a profit as the difference in the value of the bonds narrowed when a new bond came on the run. The paper concludes that there is no way to hedge away all the risk, especially when tough economic times materialize; therefore, a solid capital base must be a requirement in order to weather negative economic conditions, and hedge funds must be regulated.
Table of Contents
Introduction
Background of LTCM
The Collapse of LTCM
Results of the Collapse of LTCM
The Future of LTCM and Hedge Funds
Conclusion
From the Paper
"With regard to leverage, the LTCM Fund?s balance sheet on August 31, 1998, included over $125 billion in assets. But, even using the more generous January 1, 1998, equity capital figure of $4.8 billion, this level of assets still implied a balance-sheet leverage ratio of more than
25-to-1. The extent of this leverage implied a great deal of risk. The LTCM Fund?s exposure to certain market risks was several times greater than that of the trading portfolios typically held by major dealer firms. The LTCM Fund?s size and leverage, as well as the trading strategies that it used, made it extraordinary vulnerable to a down turn in financial market conditions."
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Intellectual Capital, 2005.
A look at how to best manage the intellectual capital in an organization.
5,513 words (approx. 22.1 pages), 34 sources, MLA, $ 134.95
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Abstract
This paper looks at the best ways to develop, engage, and manage the intellectual capital of an organization. The paper also emphasizes that an understanding of the needs of the organization, the industry, and the market is the most effective way of harnessing a business's intellectual capital.
Chapter 1 Introduction
Chapter 2 Discussion
Intellectual Capital and Knowledge Management
Types of Intellectual Capital
Intellectual Capital and Worker Motivation
Hindrances Towards the Development of Intellectual Capital
Intellectual Capital and Adaptation of Technology
The New Age Worker
From the Paper
"It is estimated that 80% of all global organizations have some form of 'Knowledge and intellectual capital management' models implemented in their operations; 96% predict that they will do so in the next five years. (Kulik, 2000) In addition, 25% of organizations had a chief knowledge (management) officer. Approximately, 53% had knowledge and intellectual capital management staff and a dedicated knowledge and intellectual capital management budget. It has been observed that variables such as personal cognitive styles and local customs and beliefs may affect the models and implementations of any intellectual capital and knowledge management program. It is critical therefore, to understand the local culture and beliefs and their influence on how the local society places emphasis on knowledge and the application of this knowledge to the industry."
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Motivation Management, 2004.
This paper discusses motivation management, the management of human capital, which is the most critical element for the success of the organization.
3,005 words (approx. 12.0 pages), 16 sources, APA, $ 88.95
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Abstract
This paper explains that organizations use various methods to motivate their employees, based on three major theories of motivation: satisfaction; incentive; or intrinsic theories. The author points out that organizations generally are reactive rather than proactive when dealing with employees and their grievances. The paper stresses that job enrichment has to be a constant process and has to be communicated effectively to all members in the organization.
From the Paper
"All organizations strive to create an environment of mutual respect, encouragement and teamwork?an environment that rewards commitment and performance. In the current market place, the employers have expectations of the type and nature of work that they expect their employees to perform. In return, the employee expects to earn sufficient money to maintain his or her standard of living, create savings and maintain a retirement plan. An individual also has the same expectations of wealth and personal success that any organization has. An environment, which is responsive to the needs of the employees and their families can also provide a more stable and trust worthy workplace for an employee. Mutual respect, dignity of the individual, and respect by the individual are a few of the methods employed."
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Strategic Human Resources Management (SHRM), 2006.
A discussion regarding strategic human resources management (SHRM) in relation to employees or 'human capital'.
2,678 words (approx. 10.7 pages), 17 sources, MLA, $ 80.95
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Abstract
This paper examines and discusses the reasons that strategic human resources management (SHRM) puts the emphasis firmly on 'resource' rather than 'human'. According to the paper, SHRM is a model that is highly precise, as well as adaptive and interactive.
Outline:
Objective
Introduction
Four Levels of Integration: HR Function & Strategic Management Function
Contingency of 'fit' (alignment)
The Debate: Horizontal v. Vertical Alignment
Behavioral Theory in SHRM
Human Capital?
Capability Management
Summary and Conclusion
From the Paper
"Through integration of human resources management (HRM) "into the agency planning process, emphasizing human resources (HR) activities that support broad agency mission goals, and building a strong relationship between (HR) activities that support broad agency mission goals, and building a strong relationship with HR and management, agencies are able to ensure that the management of human resources contributes to mission accomplishment and that managers are held accountable for their HRM decisions." (Ibid) The basic concept of strategic HRM is stated by Mazen and to be that: "Business organizations exist in a competitive environment with scarce resources. Controlling this resource (physical, organizational, information and human) that gives the company the competitive advantage..." (2006) The 'strategic management process' focuses toward analysis of the competitive situation of the organization in developing both the strategic goals as well as the organizational mission and as well the "...external opportunities and threats, and its internal strength and weaknesses to generate alternatives." (Mazen & Kayaly, 2006) 'Strategic human resources management' (SHRM) is "the pattern of planned human resources deployments and activities intended to enable an organization to achieve its goals." (Mazen & Kayaly, 2006) "
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Cross-Border Risks and Capital Allocation Decisions, 2005.
This paper is a research proposal to study the international management of cross-border risks and capital allocation decisions in a high risk environment.
2,180 words (approx. 8.7 pages), 12 sources, APA, $ 67.95
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Abstract
This paper explains that, besides the risks inherent in domestic operations, banks, which are engaged in international activities also are exposed to "country risk," or the risk that economic, social and political conditions and events in a foreign country will adversely affect an institution's financial interests. The author points out that, from a practical perspective, accurate and timely country risk assessment is important not only because it affects individual investors but also because it can be systemic; one of the primary purposes of financial regulation is to manage systemic risk. The paper states that the research will be done using a case study methodology to study various country risk/cross border risk management models adopted by a sample of international banks and to assess their robustness and how well they are associated with a framework of planned management actions and capital allocation decisions.
Table of Contents
Introduction
Statement of the Problem
Overview of Study
Purpose of Study
Key Term Definitions
Capital Allocation Decision
Country Risk Ratings
Risk
Preliminary Literature Review
Background and Overview
Current and Future Trends
The Countries' Performance in International Trade
Leverage
Various measures of liquidity
Methodology
Description of the Study Approach
Data-gathering Method and Database of Study
From the Paper
"A significant amount of cross-border lending takes place through offices in a bank's home country (or even one of its subsidiaries located in a third country), with no subsidiary (or even branch presence) located in the country in which the borrowing firm is headquartered. Retail banking requires a physical presence of some sort to provide points of contact with customers; by contrast, wholesale banking requires a much smaller investment. "For example, banks with no physical presence in a country can lend substantial volumes of funds to firms and governmental entities of that country through project finance and loan participations." The composition of borrowers will differ, though, depending on whether a foreign bank has a physical presence in a country or manages its loans from offshore locations."
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Working Capital Strategies, 2008.
This paper is a research proposal on the risk and opportunities of working capital, working capital management, cash conversion cycle and credit management, among others.
4,739 words (approx. 19.0 pages), 15 sources, APA, $ 121.95
»
Click here to show/hide summary
Abstract
This paper is a research proposal that discusses Lawrence Sports, a company that manufactures and distributes sports equipment and protective gear. Lawrence has a cash flow problem because its largest customer, Mayo Stores, is not paying on time. This paper benchmarks other companies to determine an alternative solution which will enable the company to improve its overall cash flows. The paper introduces research that assesses the risks and opportunities of working capital, working capital management, cash conversion cycle, credit management, and short-term financing/debt reduction to prepare for long-term opportunities, cash flow, and identifies the best practices in working capital management. Also, the paper has a large appendix with information from multiple companies.
Outline:
Abstract
Introduction
Conclusion
References
Appendices
Borders
General Electric
Magna Entertainment Corporation
Fleetwood Enterprise
Wal-Mart
Starbucks
Graham Manufacturing
Dell Computers
From the Paper
"In addition to the other working capital issues identified, Lawrence Sports also is experiencing issues with its cash conversion cycle. Currently, Lawrence is using short-term financing in the form of cash from operations and a bank line of credit to not only finance short term assets such as inventory but also ongoing operations. Doing so places a significant pressure on the company to convert cash quickly. Benchmarking two other companies who have successfully controlled their cash conversion cycle could lend insights to Lawrence on how its CCC may be improved.
"Graham Manufacturing had a CCC of 134 days in 2004. By reducing the amount of time to collect 42% in 2007 and 37% in 2006 as well as increasing the amount of customer deposits prior to delivery of product Graham reduced its CCC down to 46 days by Q1 FY08. Following Graham's example Lawrence Sports could reduce its CCC by requiring Mayo, its largest customer, to pay more than 20% at the time of order. Additionally, Lawrence should focus on faster collections just as Graham did successfully. Such a plan could take the form of discounts for prompt payment or negotiate an interest charge for delayed payment."
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