Hannebachite- a rare and important Sulphite Term Paper

Hannebachite- a rare and important Sulphite - Term Paper Example In fact Hannebachite among the two most important naturally occurring sulfites, the other being Orschallite (Ca3(SO3)2(SO4).12H2O). Hannebachite, Orschallite, scotlandite (PbSO3) and gravegliaite are rare sulphite minerals that come under the class of Sulphites. The name â€Å"hannebachite† has been derived from the place it was first discovered in i.e.at Hannerbacherly, near Hannebach, West Germany. Sulfite groups have the generalized formula Am[SO3]pZq ·xH2O and AmBn[SO3]pZq ·xH2O, where A and B both are cations and Z represent anion. The most commonly occurring cations groups binding includes Na+, K+, Cu2+, Mg2+, Al3+, Ca2+, Pb2+, and Ba2+. The molecular arrangement of sulphite is such that the sulfur molecule is at the apex of the pyramid thereby making sulfites really unstable. This is the reason why sulphite minerals are rarely found in nature. Hannebachite is an important component of fixated scrubber sludge. The structure of Hannebachite has several applications an d forms the basis of further investigation since the applications of the mineral are yet to be determined and hence immense scope of research lies in this area. Introduction Hannebachite received its IMA status in 1983 following which the first ever publication on it was produced by G.Hentschel, E.Tillmanns and W. Hofmeister in 1985; however, the first person to detect the presence of this mineral was P.Orschall who was also the discoverer of Orschallite mineral. He found these minerals in a place named Hannerbacherly in West Germany. In nature Hannebachite is mostly found along with another sulfite mineral called Orschallite. Other minerals found in the porous cavities of quaternary melilite nepheline leucitite are clinopyroxene, apatite and phillipsite COMPOSITION The mineral –hannebachite, gained importance owing to commercial research on sulfite rich scrubber materials. Studies have shown that sulfite rich scrubber material extracted from power plants were rich in Hanneba chite crystallites (Malhotra,2010). In nature Hannebachite is found as sharp, almost clear crystalline structure. The composition of the mineral is SO2 49.60%,CaO 43.42%, H2O 6.98% which corresponds to its molecular formula (Anthony et al,2000).Sulfites in nature are highly unstable owing to the pyramidal structure where the sulfur is seen at the apex while the oxygen sits on the other corners of the arrangement; thereby these unstable products change into sulfates. However, CaSO4.0.5H2O can substitute into the CaSO3.0.5H2O structure up to a mole fraction of at least 0.12 (Jones et al., 1977). Structure of Hannebachite It is already known that the chemical composition of the mineral includes carbon, hydrogen sulfur and oxygen. The molecular weight is about 258.30gm. Hannebachite is orthorhombic. Its space group is Pbna (2m/2m/2m). Extensive studies have been done to determine the exact structure of the mineral. Powder diffraction was conducted to calculate the single crystal profile (figure 3). The optical class of the mineral was seen to be biaxial. It was recorded that a= 6.46A, b= 7.765A and c=10.650A which means that in the orthorhombic crystal system of hannebachite alpha=90 °, beta= 90 ° and gamma=90 °. The J-mol structure gives a clear interpretation of this structure (Figure:3). Spectroscopic studies conducted brought forward a clear idea of the bonding between the atoms present (Figure 1). The structure of hannebachite mineral was studied through Raman Spectroscopy by Frost and Keefe. The sample for hannebachite was supplied by Mineralogical Research Company who sourced in from the Hannebacher Ley volcano in Germany. The bands are observed at

Issues in financial management Essay Example | Topics and Well Written Essays - 2000 words - 1

Issues in financial management - Essay Example So firms make effort to keep their share price high, otherwise some other firm might be able to acquire a huge number of their shares and be successful in a hostile takeover (Metafilter) . A hostile takeover will result in the current management being dissolved by the company taking over. Progressive companies are always looking for new projects and opportunities, and to pursue them capital is an essential ingredient. Companies want to raise the price of their stock for future issues of stock (Investopedia). So in future when companies raise capital through stocks, they receive large amounts of premium; moreover even when it borrows, firms charge less interest on credible debtors, so it also helps in raising funds cheaply. Companies are concerned about their market capitalization; it refers to the size or worth of a business enterprise and can be calculated by multiplying the current market price with the number of shares outstanding. If the worth of the company falls, investors will be less interested in it and the company will lose its status (Henneman). Employee stock option/ownership is again a strong motivation for raising share price value for management. Employee stock options are a form of non-cash benefit that gives an employee the right to buy the company’s share at a particular price at a future date (Balsam, Chen and Sankaraguruswamy). So management puts an effort to raise the share value above that value to take benefit of this option. Moreover the management raises the stock price to please their stockholders and to maximize their value. The reason is that the shareholders elect the board of directors which elects the CEO. So the CEO has to please the board which then wants to please shareholders to get re-elected. Share price represents a number of aspects of a company. These aspects include company management, business’s current and future earnings and net assets, goodwill in the market, future outlook, credibility etc. The present

Management Accounting Essay Example for Free

Management Accounting Essay Economists and accountants have diametrically opposite views of cost-volume profit (CVP) behaviour but only accountants have a CVP model that is appropriate for assisting management with decision making Ryan Bebbington Word Count 1796 Economists and accountants have diametrically opposite views of cost-volume profit (CVP) behaviour but only accountants have a CVP model that is appropriate for assisting management with decision making Cost volume profit analysis looks into the relationship between a firms fixed and variable costs and total revenues across a varying level of production. The model will give a predicted level of profit at a given level of production. There are many ways that CVP analysis can be useful for decision making, it is important to distinguish between the different applications of the Economists and Accountants interpretations, as well as other factors involved in decision making. CVP analysis is used in management decisions when forecasting production levels. To use this model effectively, Management will look at different scenarios of output, prices and costs, and see where the model predicts the firms revenues will cover its total costs. This point is known as the breakeven point. Management can investigate the effects of price increases, changing costs from fixed to variable such as salaries to commission based pay. Managers can also investigate the outcomes from decisions such as making components in house or buying in, retaining or replacing equipment and marketing decisions. They can also investigate the sales mix. By having a prediction of the effects of these variables, managers will be able to make better decisions, as they have more information. CVP is a simplified model and thus has limitations to its analysis and predictions. When managers are aware of the limitations and how to correctly use CVP analysis it can be a powerful tool. Managers must be aware that there are assumptions that are made to simplify the CVP tool, as it cannot truly model the real business, as it would be far too complicated. The economists interpretation of the CVP graph, Figure 1, is based on two main assumptions, which explain the shape of the cost and revenue curves. The first assumption, which affects the revenue curve is that the firm is competing on price competition, this means that in order to increase sales, the firm must reduce the marginal selling price of the product. This causes the firms revenue curve to level off, as the marginal revenue falls to à ¯Ã‚ ¿Ã‚ ½0, as in figure 1b. After this point the firm is selling at a negative price, causing the firms total revenue to fall. The second assumption is based on the firms cost curve, is based on economies and diseconomies of scale. The firms economies of scale cause the variable cost per unit to decrease as production increases, as in figure 1b. This can be due to any of the economies of scale, such as purchasing, where a discount for bulk buying is received, managerial, where managers can become more specialised, financial where the firm is offered lower interest rates as there is a lower risk of lending. The Total cost curve will level off as these increasing returns to scale cause the production to reach a level of most efficient output. After this the firm will experience decreasing returns to scale, as the plant is operating at a higher production level than it was designed for, causing problems in production, such as bottlenecks in the production line. This causes the average unit cost to increase again, giving the curve its shape. It is important to understand that Economists are trying to most accurately model real world situations, rather than create a tool for management decisions. The accountants CVP model, figure 2, is based on a simpler interpretation of the cost and revenue functions, this is because Accountants are not concerned with provided an accurate representation of the cost and revenue functions, instead they wish to display the relevant ranges, figure 3, of production for the firm. As this is the information that is used for short-run decision making, as this is the time frame where the information is most useful for management decision making, information for longer term decision making is required for board level decisions, to do with the long term objectives of the company. The information that the firm uses to produce its cost and revenue curves is extracted from previous operating costs and revenues, this ensures that the information is reliable. The Accountants cost function, is a straight line, which assumes that for each additional unit produced, a standard variable cost is incurred, the assumption that production will only be occurring in a relevant range means that the firms production will not alter enough to cause increasing or decreasing returns to scale. The Accountants interpretation of the fixed cost curve is different to the Economists view because it meets the Y axis at a higher point, which indicates that the Accountants believe that firms are committed to a higher minimum level of fixed costs. This is because although a firm may reduce its fixed costs to a lower level, as in the Economists interpretation, the firm can only do this by redundancies and shutting down plants. As the Accountants model only represents a relevant range, the fixed costs cannot be reduced to this level in the short run, when this interpretation is extended outside of the relevant range, a stepped fixed cost and total function will be seen, as in figure 3. The other difference is that the revenue function is linear. This is because in the short run, firms cannot change the price of their products easily; it may also be because of firms competing on non-price, rather than price competition. As Accountants make no attempt to extend the revenue function outside of the relevant range, there is no need to model the firms decrease in product price to increase demand. The Accountants interpretation of the Cost Volume Profit model is more appropriate for Management decisions, as management decisions are not concerned with long term information. This is because the Board of Directors will be making the firms long term decisions. The information that the Economists model provides, includes a lot of information outside of this relevant range, this will affect the reliability of the data in the model. The data in the model will be less reliable as it is more difficult to accurately predict the behaviour of the cost and revenue functions, outside of the relevant range, as it is not based on past sales data. It will also be more expensive to compile the information needed as it is a more complex model. It can also be argued that some managers will find it difficult to interpret the Economists model, as the information will be more complex. Managers may wish to extend the CVP model to cover longer term decisions, will need to be aware of the long term behaviour of fixed costs. In the long term, firms will have a greater control over fixed costs, they can expand capacity by increasing floor space, hiring more supervisors and upgrading or purchasing new machinery. Which will give the firms fixed cost line a step function. Other factors will also affect the firms revenue and cost curves, such as advertising strategies, changes in political, environmental, social, economical, and legal factors, such as a change in VAT rate. These factors cannot easily be planned for and are not easily shown in long term CVP analysis, which is the main reason that CVP cannot accurately model long term production. One of the features useful for decision making, is the ability to display the information in different methods, one of these is the Margin of safety. This is the difference between the expected sales and break even sales, expressed as a percentage of the expected sales. It shows management the level that sales can fall by before the companys revenue falls below the breakeven point. The information can also be displayed as two other charts. The first is a contribution chart, figure 4, in this chart, the fixed costs are shown as the difference between the variable cost line and the total cost line. The total contribution is displayed as the difference between the revenue line and the variable cost line. It is useful for showing a total contribution level at any level of output. The other presentation is the Profit volume graph, figure 5; this graph is useful because the other two charts to not directly display the profit at any given level of production as it must be calculated. The P-V graph simply displays the firms profit or loss at any given level of production. These two graphs will be useful for management decisions concerned with contribution or profits at a given level of production. Once again, the economists version of these two graphs would be far too complicated, and the information will not be reliable enough to base management decisions on. In the real world, firms will be producing multi products, and spreading the overhead costs across each of these products. A firm may wish to alter the CVP analysis to reflect their product mix. This is done by grouping production into batches. The batches revenue and variable costs will be defined as the total of the products in the batch. The values for the batch are then applied to the CVP chart in the same way as a single product. For the CVP model to be used effectively by managers, they must be aware of the assumptions made whilst preparing and gathering the information. If management are not aware of the assumptions made in the data, then they will be unable to draw relevant conclusions from the information. The assumptions i are that all other variables remain constant; there is a constant sales mix, total costs and revenues are linear functions of output, profits are calculated using variable costing, the analysis only applies to the relevant range, costs can be divided into fixed and variable elements, it only applies to the short term, and fixed costs do not change. In conclusion, the Accountants interpretation of the CVP analysis, as shown by the underlying assumptions, will allow managers to develop a more relevant understanding of the information, so that it can be used more effectively in decision making. If managers tried to use the economists CVP graph, the cost of gathering and interpreting the data would be high, as well as making the information more difficult to understand and less reliable. In the real world, the Accountants model may be considered too simplistic, as it relies on many assumptions and conditions, which are often not met. This is why it important to understand that the Accountants CVP model may not be applicable. For the CVP analysis to be effective, managers must be aware of the limitations of the model, otherwise they will be unprepared for any deviations from the outputs of the model.

Strengths And Weaknesses Of Etisalat

Strengths And Weaknesses Of Etisalat Emirates Telecommunication Corporation Etisalat was founded in 1976 as a joint-stock company between International Aeradio Limited, a British Company, and local partners. In 1983 the ownership structure changed United Arab Emirates government held a 60% share in the company and the remaining 40% were publicly traded. In 1991 the UAE central government issued Federal Law No. 1, which gave the corporation the right to provide the telecommunications wired and wireless services in the country and between UAE and other countries. It also gave the firm the right to issue licenses for owning, importing, manufacturing, using or operating telecommunication equipment. This practically gave Etisalat both regulatory and control powers, which completed the monopoly of the telecom giant in the UAE. In order to safeguard the countrys economic development, the law made provisions for the development of the telecommunication sector in the country. The increase of exchange lines from 36,000 in 1976 to more than 737,000 in 1998 was one of the important indicators of Etisalat networks growth and development. An important milestone was Etisalats commencement of international operations in January 2001, when under the brand name of Ufone it started operating out of Islamabad. Today Etisalat stands 140th among the Financial Times Top 500 Corporations in the world in terms of market capitalization, and is ranked by The Middle East magazine as the 6th largest company in the Middle East in terms of capitalization and revenues. The Corporation is the largest contributor outside the oil sector to development programmes of the UAE Federal Etisalat has also won accolades from across the region for its nationalization programme Etisalat Building in Abu Dhabi, UAE In addition to its telecommunication services provider and carrier units, Etisalat incorporates a number of additional non-telecom business units under the umbrella of Etisalat Services Holding LLC. These units support the companys operations and even provide services to other operators and organizations, namely: training and consultancy services(Etisalat Academy, SIM/smart card manufacturing and payment solutions (Ebtikar), data clearing house services (EDCH), peering/voice and data transit (Emirates Internet Exchange EMIX), call center Etisalat is a major investor in Thuraya (34.5%), a satellite geo-mobile communication systems provider. In 2006 Etisalat started a major restructuring program that resulted in the de-merger of many of its non-core business units operating under the telecoms centralized and direct management; core services were consolidated and streamlined, reflecting the companys shift from a technology-driven telecom to a customer-focused services provider. As part of the program, Etisalat has launched a re-branding campaign, releasing a new corporate logo and identity in May 2006. The restructuring culminated in the incorporation of Etisalat Services Holding LLC, which as of 2008 oversees the operation of Etisalats non-telecom business units with huge success stories . Etisalat International Investments Etisalat International Investments is the business unit of Etisalat that operates outside the UAE and manages the corporations stakes in telecommunications carriers in Afghanistan, Benin, Burkina Faso, the Central African Republic, Gabon, India, Indonesia, Iran, the Ivory Coast, Egypt, Niger, Nigeria, Saudi Arabia, Sudan, Tanzania, Togo, Sri Lanka and Pakistan. The International Investments unit also manages Etisalats minor stakes in other telecommunications services providers, such as Sudatel (a mobile, fixed and Internet services provider in Sudan), and Qtel (Qatar-based telecommunications services provider). Mobily Saudi Arabia One of Etisalats first international investments was the bid to become the second mobile services operator in Saudi Arabia. Etihad Etisalat, a consortium led by Etisalat, won the 2G GSM license by offering USD $3.25 billion. Currently operating under the brand name Mobily, Etihad Etisalat offers Saudi Arabia subscribers conventional and 3.5G mobile telephony services, and has floated shares on the Saudi stock market. PTCL Pakistan Among the acquisitions of Etisalat in 2005 was a 26% management stake in Pakistan Telecommunications (PTCL) that was put on sale by the Government of Pakistan as part of a large privatization initiative. In order to outbid competitors (which included Singapore Telecommunications and China Mobile), Etisalat offered USD $2.56 billion for the stake. According to some analysts, the telecom has overpaid, as the bid went far beyond the estimated USD $2 billion value of the package. Etisalat Egypt In July 2006, a consortium led by Etisalat was granted the rights to develop Egypts third mobile network, with a winning bid of 16.7 billion Egyptian pounds (EUR à ¢Ã¢â‚¬Å¡Ã‚ ¬2.29 billion euro). The venture, Etisalat Egypt, competes with existing service providers Vodafone and Mobinil. On September 12, 2006, it was announced that the network would be built by Ericsson of Sweden, and Huawei of China, at a cost of approximately USD $1.2 billion. In 2007, at the Comms MEA Awards ceremony Etisalat was presented with the Best New Entrant award for its Egyptian operations. Award winners were selected by a panel of experts from KPMG, the Arab Advisors Group and Oliver Wyman, Dubai. Canar Sudan Etisalat is one of the founding partner companies of Canar Telecom, a fixed-line telecom services operator. In September 2007 Etisalat has raised its stake in Canar from 37% to 82% at an estimated cost of AED 584.17 million (USD $159 million). Canar was launched on November 27, 2005. The operator is reported to use NGN and Wireless Local Loop (WLL) technologies for its voice, data, internet and multimedia services. Canar is one of the first operators in Africa to use an NGN network core. EMTS Nigeria Etisalat signed an agreement to acquire 40% of and manage Emerging Markets Telecommunications Services, Nigerias fifth GSM operator. It is now operating with about 5 million Subscribers, and recently signed an agreement with Main One cable company to launch one of the first major broadband service in Nigeria. Zantel Tanzania In January 1999, Etisalat acquired a stake in Zanzibar Telecom (a Tanzania-based mobile operator) for USD $2.4 million (AED 8.8 million) and has subsequently increased the stake by 17% in July 2007. Since then, Zantel has introduced telcom services that are typical for the African region, such as mobile banking services for customers without access to banking facilities (Zpesa Mobile Banking). Atlantique Telecom/Moov West Africa In Africa, Etisalat acquired 50% of Atlantique Telecoms shares in April 2005. Based in the Ivory Coast, AT owns mobile operators in Benin, Burkina Faso, Togo, Niger, Central African Republic, Gabon and Ivory Coast. In 2007, Etisalat increased its shares in AT to 70% and again in May 2008, to 82%. AT group subscribers totaled 2.9 million at the end of 2007, which is a 107% increase from the previous year. Ivory Coast: Moov, is currently Ivory Coasts third-largest cell-phone operator with a 1.5 million customer base. In 2008 Moov Ivory Coast introduced the first nationwide cell-phone coverage, based on Thuraya satellite access technology. It is the first time that such a service has been offered in sub-Saharan Africa, outside South Africa. It was expected that the expanded coverage introduced by the satellite service would help boost Moovs customer base and even overtake France Telecoms unit Orange as the top telecom services provider in the country. Benin: Etisalat operates in Benin under the Moov brand. On 24 October 2007 the government of Benin has reassigned Telecels operating license to Etisalat. In February 2008, His Excellency Dr. Boni Yayi, President of Benin, honoured Etisalat chairman, Mohammad Hassan Omran during a ceremony to celebrate Etisalats efforts in developing and promoting the telecommunications sector in Benin. XL Axiata Indonesia Indonesia-based mobile services operator PT XL Axiata (formerly PT Excelcomindo Pratama) is Etisalats first acquisition in the Far East. In December 2007 Etisalat took a 15.97% stake after paying USD $438 million (AED 1.6 billion). At the time of the acquisition XL had 15 million mobile subscribers. Etisalat Afghanistan Etisalat Afghanistan is a newly established GSM operator, 100% owned by Etisalat. It was established in May 2006 after the UAE telecom won the license to operate the fourth mobile services provider in the Islamic Republic of Afghanistan. Etisalats bid for the license was USD $1.2 billion (AED 4.4 billion) and services were launched in August 2007. Etisalat Afghanistan operates out of Kabul and as of March 3, 2010, the company has achieved 24 per cent market share in 27 provinces of Afghanistan. Etisalat Sri Lanka Etisalat acquired the Sri Lankan Operation of Millicom International Cellular (MIC), Tigo (Sri Lanka) on 16 October 2009. The acquisition was completed with a total enterprise value of 207 Million US$, out of which 155 Million US$ was in cash. Tigo (Sri Lanka) under the then brand name CELLTEL started operations in June 1989 on a Motorola TACS system and was the first cellular operator in Sri Lanka as well as South Asia. In January 2007, Millicom replaced the local CELLTEL brand with Tigo, their international brand. In February 2010, Tigo was rebranded as Etisalat. It competes with international operators like Dialog Telekom (Telekom Malaysia), Mobitel (Sri Lanka Telecom), Hutch (Hutchison) and Airtel (Bharti Airtel), using technologies GSM/EDGE and hopes to launch UMTS/HSDPA services over 900/1800 and 2100 MHz in 2011. Etisalat India In 2009 Etisalat has announced that its Indian unit, erstwhile Swan Telecom (owned by Dynamix Balwas Realty and Reliance Communications), headquartered in Mumbai, is renamed to Etisalat DB Telecom India Pvt. Ltd Telecom Renamed Etisalat Telecom India Pvt. Ltd. The business unit has been awarded Unified Services Access License in 15 circles Andhra Pradesh, Delhi, Gujarat, Haryana, Karnataka, Kerala, Maharashtra, Mumbai, Punjab, Rajasthan, Tamil Nadu (including Chennai), Uttar Pradesh (East), Uttar Pradesh (West), Madhya Pradesh and Bihar. In April 2010 Etisalat began signal testing in Chennai [IND 922], Delhi NCR [IND 913], Maharashtra Goa [IND 919], Mumbai [IND 916] and Gujarat[IND 914]. In May 2010, Etisalat was in talks to buy 25% stake in Reliance Communications, but the deal was not finalised. In 2010, following the $39 billion 2G spectrum scam, Etisalat DB, the Indian subsidiary of the company, was stopped from buying a stake in a Chennai-based company due to objections raised by the Indias home ministry(MHA). Etisalat DB was not allowed to buy back the 5.27 per cent stake held by Chennai-based Genex Exim Ventures since the home ministry raised objections based largely on security concerns. The MHA had pointed out four issues that needed to be resolved before allowing the company to come into Etisalat DB, a company that got scarce 2G spectrum at allegedly throwaway prices, First, vice-chairman Shahid Balwa should not be involved in the operations of the company in any capacity, because of his connections with underworld don Dawood Ibrahim, second, the MHA raised objections about the commercial relationship between the Dubai-based Etisalat Group and Chinas Huawei. The MHA suspects, Huawei has links with Chinas Peoples Liberation Army the countrys military organization of all land, sea, strategic missile and air forces and has the capacity to manipulate equipment supply, third, it raised objections about Etisalats presence in Pakistan and its connection with Pakistans intelligence agency ISI. Etisalat owns a 26% stake in Pakistan Telecommunications and has a subscriber base of 3 million in Afghanistan and fourth, the MHA has also expressed concerns about the telecom surveillance software Etisalat had used in a Blackberry service it had introduced in the UAE and recommended that the company should not be allowed to offer Blackberry services in India. b) Social; technological: Etisalat Etisalat UAE is headquartered in Abu Dhabi and includes three regional offices Abu Dhabi, Dubai, and Northern Emirates. Etisalat Company is owned by the UAE government and it is stipulated law that state, with seven out of 11 of the Board of Directors being government representatives, including the Chairman. Abu Dhabi Region Key positions: Etisalat Chairman: Mohamed Hassan Omran Etisalat A/CEO: Nasser Bin Abood Senior Vice President Marketing: Khalifa Al Forah Al Shamsi Group Senior Vice President corporate Communications: Ahmed Bin Ali Corporate Governance The General Assembly The General Assembly is composed of all shareholders of the Corporation. The General Assembly is entrusted with approving the Boards Annual Report on the Corporations activities and financial position during the preceding financial year. The Assembly is also entrusted with approving the report of the external auditors, discussing and approving the balance sheet and the profit and loss account for the previous financial year, appointing external auditors and approving the Boards recommendations regarding the allocation of profit. The General Assembly exercises all powers of the Corporation within the limits of the law and the Articles of Association. The Board of Directors The Emirates Telecommunications Corporation (Etisalat) is managed by a Board of Directors presided over by the Chairman and consists of eleven members, including the Chairman, seven of whom are appointed by Presidential Decree to represent the Federal Government of the United Arab Emirates, and the remaining Four elected by the 40% non-government shareholders of the Corporation. The term of the Board of Directors is three years, as applicable to each group of members according to the date of their appointment or election. The Board of Directors carries out the Corporations business and for that purpose, exercises all powers of the Corporation, except those reserved by Law or the Articles of Association for the General Assembly of the Corporation. The Executive Committee The Executive Committee is appointed by the Board of Directors in accordance with Section 20 of the Articles of Association. It is empowered to take decisions on behalf of the Board and/ or to make certain recommendations to it concerning particular matters. The Executive Committees functions and powers include organizational matters of the Corporation (such as overseeing statutory, organizational and employment matters and Corporate performance), planning and development (overseeing development plans and projects, and approval of the budget prior to submission to the Board), operations (reviews efficiency of service and lays down policies concerning investments of surplus funds), projects (sets the terms for the project agreements, approves relevant tenders over AED 50 million, and approves project overruns and variations over AED 10 million), procurement (approves purchases over AED 50 million), and investments (including international Investments and expansion projects). The Audit Committee Communicate Entertain Inform c) Internet services The number of Etisalats Internet subscribers reportedly stands at 1.02 million.[42] Some of the Internet services for home users that Etisalat offers include: 3G Mobile Internet access Broadband Internet services (Al Shamil[43] and eLife[44]) Prepaid and post-paid dialup Internet access Etisalat also operates iZone, a system of Wi-FI hotspots in central locations, such as shopping malls, restaurants, and sheesha cafes. iZone can be accessed by either purchasing prepaid cards (AED 15/hour, USD $4.5/hour), or if using an existing account with the operator (AED 3/hour for dial-up account holders, or AED 10/hour for broadband users). Dial-up and ISDN Internet access services are billed by the hour, whereas the domestic and residential cable and DSL connections have a fixed monthly rate depending on speed. Other Internet links, aimed at business users, have traffic utilization plans and relatively high rates when exceeding the allocated bandwidth quota. This has caused bad publicity for Etisalat and is a major source of criticism. Internet censorship Page Blocked Notice Etisalat operates an Internet content filtering system that blocks access to web resources. The web resources are claimed to be controversial or offensive (i.e. sexually explicit content, certain political and religious websites, anonymizers and proxies) or harmful (i.e. numeric IP addresses, known phishing or malicious websites, botnet command servers). The use of content filtering is mandated by the Telecommunications Regulatory Authority (TRA) of the United Arab Emirates. The type of content that is restricted by Etisalat includes: Pornography, nudity and sexually explicit content. The entire Israel country code top-level domain (.il) Certain media-sharing websites Anti-Islamic websites. Websites criticizing the United Arab Emirates (such as UAEprison and Arab Times) Anonymous proxy sites (such as vtunnel, pzeg, etc.), Gay and Lesbian Rights websites (such as Gaydar, Mogenic etc.) Numerical IP address links (for example, http://10.11.1.1/),Voice over IP services providers websites (such as Skype, Vonage) There are claims that Etisalat breaks the rules of net neutrality by throttling peer-to-peer, gaming and other types of network traffic in order to reduce the load on its oversubscribed international links. The effect of this interference is most noticeable during weekends or periods of high network use. The overall efficiency of the country-wide content filtering is unclear, as many of the technologically savvy users have discovered tools and methods to bypass the content filter, such as using Tor. BlackBerry In July 2009, Etisalat pushed an update to BlackBerry devices operating on the telecoms national network, citing performance improvements. However, it was later discovered that the update contained eavesdropping software, developed by the US-based software development company SS8, which specializes in electronic surveillance. It is reported that the software enabled the company to monitor and forward communications on BlackBerry devices to their servers.[48][49] Research in Motion, BlackBerrys developer, acknowledged[50] that the patch was a form of spyware, and issued a removal patch on July 20. On December 27, 2009, both Etisalat and Du (telco) have been mandated by the UAE telecom regulator to start filtering BlackBerry users web access and block illegal content. Due to concerns with the security and the provisioning of legal interception for Blackberry non-voice services, on 1 Aug 2010, the Telecommunication Regularity Authority of the UAE instructed Etisalat that all Blackberry e-mail, internet and messenger functions must be suspended on 1 Oct 2010 d) The Operating Structure of the Corporation In 2009 Etisalat implemented a group structure to manage its international expansion strategy, protect value from the Corporations United Arab Emirates operations, secure value creation from its seventeen international operations, and to gain the trust of its stakeholders by putting in place a solid structure and governance and adherence to best practices. At the level of the United Arab Emirates, the Group organization structure features two autonomous Operating Units: Etisalat UAE Unit (which is entrusted with provisioning Licensed Telecom Services in the United Arab Emirates);and the Etisalat Services Unit (a wholly owned holding company entrusted with providing certain non-core, non-telecom services to the Corporation, as well as to third parties). The Group exercises and sets its various activities and responsibilities and sets its key corporate policies, prepares plans, and monitors the operational and financial performance of its operating companies, and reports the same to the Board of Directors and the Executive Committee on a regular basis. e) Consolidated income statement before the year ended 31 December 2009 Consolidated statement of comprehensive income a) DU History The Emirates Integrated Telecommunications Company (EITC) is a telecommunications company in the United Arab Emirates. Although Emirates Integrated Telecommunications Company is its legal name, it was commercially rebranded as du in February 2006. The company has invested AED 2.4 billion in 2009 and added 1 million active mobile subscribers in 2009, bringing its subscriber base to 3.48 million. du offers fixed and mobile telephony, broadband connectivity and IPTV services to individuals, homes and businesses, and carrier services for businesses. On February 11, 2007, du launched its own mobile service with call tariffs almost identical to those of Etisalat, thus eliminating any possibility of price competition between the two providers. Subscribers to du mobile services can be identified by the dialing prefix 055 b) Social; technological: DU Chief Executive Officer Osman Sultan Chief Financial Officer Mark Shuttleworth Chief Commercial Officer Farid Faraidooni Chief Technology Officer Yatinder Mahajan Chief Human Resources and Corporate Services Officer Fahad Al Hassawi Chief Strategy and Investments Officer Raghu Venkataraman Chief Corporate Affairs Officer Ananda Bose du is committed to operating according to global best-practice throughout all aspects of its business. While the company has continued to achieve exceptional results, the world has witnessed significant challenges against a backdrop of the financial crisis. The need for commitment to good governance has never been greater. du has operated under a strong corporate governance culture, since the company was founded. The board of directors Leading our corporate governance efforts is a Board of nine Directors, chaired by Ahmad Bin Byat, which meets on a quarterly basis. Meetings are structured to allow open discussion. All directors participate in discussing the strategy, trading and financial performance and risk management of the Company. In line with ESCA and international guidelines, the roles of Chairman and Chief Executive du board and committees In addition, the company has a number of Board Committees, including the Audit Compliance Committee, Remuneration and Nomination Committee, and an Investment Committee, which are responsible for monitoring, reviewing and making recommendations for their respective areas. audit compliance committee The Audit Compliance Committee consists of three directors and meets quarterly. The internal audit function of du has a direct reporting line into the Audit Compliance Committee. This committee is responsible for reviewing dus results and financial statements, reviewing the activities of internal auditors and monitoring compliance with statutory requirements. Audit compliance committee members: Ziad Galadari (Chairman) Younis Al Khoori Fadel Al Ali Remuneration and nomination committee The Remuneration and Nomination Committee meets as required and consists of three directors and is responsible for the assessment and recommendation of policy on executive remuneration and packages for individual executive directors. Remuneration and nomination committee members: Waleed Al Muhairi (Chairman) Abdulhamid Saeed Abdulla Al Shamsi Investment committee The investment committee, which is not an ESCA requirement, consists of four directors. Its main function is to evaluate the companys investment plans to ensure that shareholders will see an appropriate return on investment. It meets a minimum of four times per year. Investment committee members: Eissa Al Suwaidi (Chairman) Ahmad Bin Byat Jassem Al Zaabi Fadel Al Ali c) Key management decisions -DU Censorship: Unlawful websites Users who tried to access a blocked web page were initially redirected to dus first block page. As rendered in the Opera web browser In March 2008, Du began selectively blocking VOIP traffic, preventing customers from using the computer-to-phone functionality of VOIP systems. The blocking is justified on the grounds that computer-to-phone VOIP services are illegal under UAE telecom law. Both of the telecoms providers in the UAE derive a large proportion of their income from expatriates making expensive international calls to their home countries. However, a specific exemption in the telecom law permits the use of VOIP for computer-to-computer calls, and so it is still possible to access VOIP websites, download VOIP software, set up accounts and use the software to make computer-to-computer calls, both audio and video. If a computer-to-phone call is attempted, it will typically fail to connect unless a VPN is used (see below). On April 14, 2008, du started instituting the same widespread censorship of the web that has been practiced by Etisalat for some years. Any attempt to access content deemed inappropriate by the UAE censor results in a blocked page. As well as pornography, blocking includes blogs, forums and news articles that are critical of the UAE, as well as a proportion of sites that seem to be accidentally blocked as they have no obviously In March 2008, Du began selectively blocking VOIP traffic, preventing customers from using the computer-to-phone functionality of VOIP systems. The blocking is justified on the grounds that computer-to-phone VOIP services are illegal under UAE telecom law. Both of the telecoms providers in the UAE derive a large proportion of their income from expatriates making expensive international calls to their home countries. However, a specific exemption in the telecom law permits the use of VOIP for computer-to-computer calls, and so it is still possible to access VOIP websites, download VOIP software, set up accounts and use the software to make computer-to-computer calls, both audio and video. If a computer-to-phone call is attempted, it will typically fail to connect unless a VPN is used (see below). On April 14, 2008, du started instituting the same widespread censorship of the web that has been practised by Etisalat for some years. Any attempt to access content deemed inappropriate by the UAE censor results in a blocked page. As well as pornography, blocking includes blogs, forums and news articles that are critical of the UAE, as well as a proportion of sites that seem to be accidentally blocked as they have no obviously controversial content. d) Operational changes-DU Achieved record revenues of AED5.3 billion and profits of AED528 million in 2009 Added over 1 million active mobile subscribers, bringing total to 3.5 million at year end Exceeded mobile market share target, reaching 32% in third year of operation Invested AED2.4 billion on network and infrastructure development in 2009 to enhance capacity and coverage Continued to provide innovation, value for money and performance to all our customers Well positioned to achieve long term growth and sustainable profitability Listed on the Dubai Financial Market (DFM) under the ticker code: du Date of listing: 22nd April 2006 Net profit at 31st December 2009: AED528mln Earnings per share: 0.066 du is an integrated telecom service provider, offering customers throughout the UAE the best in quality, innovation, and competitive pricing. During 2009 it added more than 1 million active mobile subscribers, proving that we have established ourselves as the operator of choice for the majority of new subscribers in the UAE market. DU offered fixed and mobile telephony, broadband connectivity and IPTV services to individuals, homes and businesses, and carrier services for businesses. du is a rapidly-growing enterprise, with close to 2,000 staff, from over 60 countries, working to enhance and expand our range of service offerings. This wide variety of personnel allows us to mirror the rich cultural diversity of our nation, while being able to serve our customers in a number of different languages. Over 50% of senior management team and customer-facing staff are UAE nationals. Du is committed to provide opportunities for quality talent in a cosmopolitan working environment. e) Financial -DU Full Year 2010 results analysis Revenue Growth (AED Millions) Mobile Fixed Subscriber Growth (Thousands) Press Release du Announces Full Year 2010 Results Revenues exceed AED 7 billion with a 32% increase for the full year 2010 Net profit before royalty exceeds AED 1.2 billion with a 132% increase Dubai, 3 March 2011 Emirates Integrated Telecommunications Company PJSC (du) today announced its financial results for the fourth quarter and full year 2010, showing record revenues, and continued healthy customer additions. Highlights for the full year 2010: 856,000 net active1 mobile customers added during the year, taking the total at yearend to 4.3 million. Revenues reached AED 7,074 million, a 32% increase versus 2009 (AED 5,339 million). Gross margin grew by 31% year on year to AED 4,601 million versus 2009 (AED 3,507million). EBITDA2 grew 90% to AED 2,018 million versus 2009 (AED 1,064 million). Net profit before royalty increased by 132% year on year to AED 1,226 million versus2009 (AED 528 million). Net profit after royalty increased to AED 1,310 million from AED 264 million in 2009,following the announcement by UAE Federal Government that the royalty rate for the Company commences from 1 January 2010 and that royalty rate for the year ended 31December 2010 is 15%.3million). Task 3 Etisalat STRENGTHS Etisalat is a monopoly shared by DU in telecommunications which allows no competition whereby maximizing profits Emirates Telecommunications Corporation (Etisalat) is majority-owned by the Ministry of Communications (60%), with the remaining shares publicly-traded on the national stock exchange and held by UAE nationals. This report outlines the companys recent activities and corporate strategy Etisalat is a company established worldwide Etisalat is well developed company with wider penetration in UAE Etisalat weakness Etisalat investments globally is not direct hence they dont have direct control over these investments; hence they only get dividends which means they are a passive player not an active player. This will limit etisalats growth to advance in terms of commercials Etisalat is a monopoly

The Most Significant Aspect of Roosevelt’s Presidency and New Deal up t

The Most Significant Aspect of Roosevelt’s Presidency and New Deal up to 1941 In this essay I am going to be assessing which was the most significant aspect of Franklin Delano Roosevelt’s Presidency, by looking at four different aspects of it, and then applying tests to each aspect. I will be looking into Roosevelt’s Economic Policies, Economic Ideas, Role of the Presidency and the Electoral performance of the Democratic party – and then, applying the following tests to them: Firstly, the ‘Amount of change,’ then the ‘Immediate effects,’ then the ‘Long term effects,’ and finally the ‘Effect of one aspect on another.’ Roosevelt’s economic ideas were clearly different to those of the Republicans and also the Electoral Position of the Democratic Party also changed a lot from the 1920’s. However it was the modifications to the role of the President and Roosevelt’s new economic policies that produced the biggest changes from the Republicans presidency in the 20s. Before Roosevelt became President, the rules of the constitution were followed very strictly: The Legislature role (congress) was to make the laws, the Executive’s (the president) was to carry those laws out and the Judiciary (Supreme Court Judges) to judge the laws. Each having their own authority and weaknesses to form a ‘balance’, ensuring that power and control was split equally between the three branches. When Roosevelt became President in 1933, he made three major changes to the role of the Presidency. Firstly, he changed the relationship between the Presidency and congress. While it was still the responsibility of the Congress to make laws, Roosevel... ... I found that only really the Role of the Presidency had a major long term effect after Roosevelt, there are aspects of Roosevelt’s presidency that are still largely apparent in the United States of America today – because the USA has such a polar economy, there is a big divide between the rich and poor, and although there are still a lot of poor people in America, who receive limited aid, there is a larger majority that are extremely wealthy and the USA is the richest country in the world today. And Roosevelt does have some part to play in this; because of everything he did (long and short term) he managed to succeed in largely curing the depression and getting America back on its feet. Without this, we don’t know where America would be today and so this is what I believe to be the best way of measuring significance. The Most Significant Aspect of Roosevelt’s Presidency and New Deal up t The Most Significant Aspect of Roosevelt’s Presidency and New Deal up to 1941 In this essay I am going to be assessing which was the most significant aspect of Franklin Delano Roosevelt’s Presidency, by looking at four different aspects of it, and then applying tests to each aspect. I will be looking into Roosevelt’s Economic Policies, Economic Ideas, Role of the Presidency and the Electoral performance of the Democratic party – and then, applying the following tests to them: Firstly, the ‘Amount of change,’ then the ‘Immediate effects,’ then the ‘Long term effects,’ and finally the ‘Effect of one aspect on another.’ Roosevelt’s economic ideas were clearly different to those of the Republicans and also the Electoral Position of the Democratic Party also changed a lot from the 1920’s. However it was the modifications to the role of the President and Roosevelt’s new economic policies that produced the biggest changes from the Republicans presidency in the 20s. Before Roosevelt became President, the rules of the constitution were followed very strictly: The Legislature role (congress) was to make the laws, the Executive’s (the president) was to carry those laws out and the Judiciary (Supreme Court Judges) to judge the laws. Each having their own authority and weaknesses to form a ‘balance’, ensuring that power and control was split equally between the three branches. When Roosevelt became President in 1933, he made three major changes to the role of the Presidency. Firstly, he changed the relationship between the Presidency and congress. While it was still the responsibility of the Congress to make laws, Roosevel... ... I found that only really the Role of the Presidency had a major long term effect after Roosevelt, there are aspects of Roosevelt’s presidency that are still largely apparent in the United States of America today – because the USA has such a polar economy, there is a big divide between the rich and poor, and although there are still a lot of poor people in America, who receive limited aid, there is a larger majority that are extremely wealthy and the USA is the richest country in the world today. And Roosevelt does have some part to play in this; because of everything he did (long and short term) he managed to succeed in largely curing the depression and getting America back on its feet. Without this, we don’t know where America would be today and so this is what I believe to be the best way of measuring significance.

Racial Discrimination in the U.S. Justice System Essay -- Race Racial

Racial Discrimination in the U.S. Justice System Introduction In modern-day America the issue of racial discrimination in the criminal justice system is controversial because there is substantial evidence confirming both individual and systemic biases. While there is reason to believe that there are discriminatory elements at every step of the judicial process, this treatment will investigate and attempt to elucidate such elements in two of the most critical judicial junctures, criminal apprehension and prosecution. Criminal Apprehension Statistical accounts show consistent accord in that African Americans are disproportionately arrested over whites. What is much less lucid, however, is the real reason for this disparity. Both criminologists and political scientists alike have expounded remarkably polarized explanations for this phenomenon. Exemplary of this are two arguments as developed as they are diametrically opposed, that of William Wilbanks and that of Samuel Walker, Cassia Spohn and Miriam DeLone. These authors’ arguments are both well-articulated and comprehensive, addressing virtually every pertinent concept in the issue of explaining racially disparate arrest rates. In The Myth of a Racist Criminal Justice System, Wilbanks insists that racial discrimination in the criminal justice system is a fabrication, explaining the over-representation of African Americans in arrest numbers simply through higher incidence of crime. Walker, Spohn and DeLone’s The Color of Justice dissents that not only are African Americans not anywhere near the disproportionate level of crime that police statistics would indicate, they are also arrested more because they are policed discriminately. Walker, Spohn and DeLone addi... ...ican Sociological Review 55(5): 609-627. http://links.jstor.org/sici?sici=0003-1224%28199010%2955%3A5%3C609%3ACADOTL%3E2.0.CO%3B2-4 Tappan, Paul W. 1947. â€Å"Who Is the Criminal?† American Sociological Review 12 (1): 96-102. http://links.jstor.org/sici?sici=0003-1224%28194702%2912%3A1%3C96%3AWITC%3E2.0.CO%3B2-Z Turner, Billy. 1986. â€Å"Race and Peremptory Challenges During Voir Dire: Do Prosecution and Defense Agree?† Journal of Criminal Justice 14: 61-69. U.S. Department of Justice. 2002. â€Å"What is the Sequence of Events in the Criminal Justice System?† http://www.ojp.usdoj.gov/bjs/pub/pdf/cjsflowco.pdf. Walker, Samuel, Cassia Spohn, and Miriam DeLone. 2000. The Color of Justice. Belmont, CA: Wadsworth Publishing Company. Wilbanks, William. 1987. The Myth of the Racist Criminal Justice System. Monterey, CA: Brooks/Cole Publishing Company.

Indian Culture Essay

INDIA A country in South Asia. India is bounded by the Indian ocean on the south, Arabian sea in the south-west and bay of Bengal in the south-east. It shares borders with Pakistan in the west, china, Nepal and Bhutan in the north-east and with Burma and Bangladesh in the east. India’s Andaman Nicobar islands share a maritime borders with Thailand and Indonesia. Home to the ancient Indus Valley Civilisation and a region of historic trade routes and vast empires, the Indian subcontinent was identified with its commercial and cultural wealth for much of its long history. Four world religions—Hinduism, Buddhism, Jainism, and Sikhism— originated here, whereas Zoroastrianism, Christianity, and Islam arrived in the 1st millennium CE and also helped shape the region’s diverse culture. Gradually annexed by and brought under the administration of the British East India Company from the early 18th century and administered directly by the United Kingdom from the mid-19th century, India became an independent nation in 1947 after a struggle for independence that was marked by non-violent resistance led by Mahatma Gandhi. The Indian economy is the world’s tenth-largest by  nominal GDP and third-largest by purchasing power parity (PPP). Following market-based economic  Reforms in 1991, India became one of the fastest- rowing major economies; it is considered a newly industrialised country. However, it continues to face the challenges of  Poverty, corruption, malnutrition, inadequate public Healthcare and terrorism. A nuclear weapons state and a regional power, it has the third-largest standing army in the world and ranks eighth in military expenditure among nations. Current Details of India: President : Pranab Mukherjee Vice President : Mohammed Hamid Ansari Prime Minister : Manmohan Singh About India: Since ancient times India is known for diversity and prosperity in its Culture. It has one of the oldest civilization and culture in the world. Despite of such diversity Indian culture has the immense power to unite peoples together. There are fifteen national languages recognized by the Indian constitution and these are spoken in over 1600 dialects. With language changing across different parts of country, culture is also diverse. The Culture of India has played a vital role in its civilization. But, now a days, there is a lot of change in our Indian culture. Some changes are good and some effects badly on society. Let us see some of the changes in our society and what is our responsibility to preserve our pride, because â€Å"Pride of India is its Culture†. Changes In Indian Culture that are Positive for Indian Society A few Centuries ago â€Å"Sati pratha† was abolished and â€Å"widow remarriage† was approved. These Changes were the major achievements of Indian Society. These changes have removed the traditions and methodologies which was a curse to all the women and humanity. These Changes were the major revolution in the Indian Society. From that time, changes have influenced a lot to the Indian Society. Now a days, there are many visible changes in our society. Some of them are: †¢With technology becoming fast and easily portable people of different parts of the world are interacting together. Today they can easily know each other’s culture and tradition. So technology has made this world a smaller place and make the peoples come closer to know each other’s lifestyle and culture. Now a days people of a country are well known about the culture and tradition of other countries and so their knowledge has broaden. Peoples are becoming more independent. They are no more restricted in their own methodologies. New thinking are evolving between society. †¢Today peoples of our country are moving to other parts of the world for higher education and learning better technology. Now a girl of our country is no more restricted to home, and a woman to a housewife. Things are changing. Girls are also getting opportunities for their better education and lifestyle, same as the boys. Old traditions and wooden customs are  changing. These changes are the seeds for the better society where girls and women have the same right as the boys and men have. These changes are empowering our girls and women. †¢In case of marriage the changes are visible. Now a days younger generation chooses their life partner themselves. Traditionally their parents used to find a marriage par tner for them. Today If their parents choose a life partner for them then they allow their young ones to spend time with their life partner to understand each other and then perform the marriage ceremony. By doing this they gave their children a better chance to have a better future. So now a days young generation have freedom of choice in contrast with the old culture of Indian society where parents were solely responsible for choosing life partner for their children. †¢A major change that can be sensed in Indian Culture is the change in Indian Cinema. We all know that cinema is the mirror of our society. It clearly reflects the culture and methodologies of our society. Few decades ago Indian cinema was only meant for entertainment. At that times films were of conservative type. But today film makers are moving to the various social issues and giving the Indian cinema a touch of perfection. Films displaying the critical and major issues like terrorism and bogus CBI has already produced. These films teach a lesson to society regarding these issues and its consequences. Also the films promoting art and music have produced over a few years. Such types of films also encourage new ta lents and provide new opportunities. Negative Aspects Of Changes In Indian Culture As stated earlier that â€Å"every coin has two faces†. So If there are some positives, negatives also lies within. The changes in Indian Culture is also giving some negative consequences. Some of them are discussed below: †¢With growing technology competition in the market is also rising. People are spending their lots of time in office and at workplace. Consequently they have not much time to spend with their family specially with their children. So now a days parents have a less time to care for their children in contrast with the old age, where an immense care was given to a child by his family members. So the present generation of children are very much unaware of our Indian Culture. No one is there to make them understand about this. At present this is not a major issue but in future it will be of great concern. No one of us will ever want that our future generation will remain unaware from our Indian Culture. Problem: Our next Generation will remain unaware about our Indian Culture and slowly they forget it. Solution: Parents should spend a valuable time with their children discussing about our culture and tradition. Classes should be organized by schools for making them aware of our culture and its value. †¢With the growing demands of the world level of education has also changed. Pedagogy has changed. In old ages learning of a few subjects was enough but now a days a child has to learn about the different subjects and different areas of concern including present technology and science. So the level of mental stress has increased. In such conditions behaviour of parents act as catalyst. Now a days parents used to impose their desire and dreams on their children. Consequently mental stress rises exponentially leading to the act of suicide and state of depression. Problem: Mental stress on a child has increased. Solution: Nature of Pedagogy should be in a way, favourable with children. Parents should not impose their desires and dreams on their children. Every child is special, every child has a special talent. Provide them care and love and help in enhancing their mental strength so that their confidence in themselves will increase. They need these things because they are the future of our country. How would be our next society and culture largely depends on them. †¢In this world of growing technology, nearness and full of connections it is almost impossible for anyone to remain unaware about the culture following in different parts of the world, specially to our young generation. They are crazy about being modern and in their journey of modernization they are more attracted towards western culture. Regarding this they have accepted some freaky ideas of western culture. Now a days, physical pleasure are preferred by them over mental pleasure in almost every aspect, whether their life is concerned or whether their love. In search of physical pleasure they often commits crime. They are the building blocks of our society and culture. What  would happen to our future generations if they themselves solely tends towards western culture? Modernization is necessary but it should be in a way so as to preserve our culture and values. Problem: Physical pleasure is preferred by our young generation over mental pleasure. Solution: Parents should take care of their teens. They should restrict their teens up to some extent. Freedom is necessary but it should be in a limit. Parents should also be frank with their teens as like friends. Parents should give lessons to their teens about the consequences of bad habits prevailing in society, and how they can contribute in removing them. They should also make their teens frank with them and their family. Parents should discuss each and every issue of their teen among themselves and should tackle it patiently and smartly. If a proper care is given to them, they can be a responsible Indian in the Future.