Education and Fast Growing Society Essay Example for Free

Education and Fast Growing Society Essay The co-educational system has always been an issue of great controversy. Its supporters claim that separating boys from girls is completely unrealistic since schools are supposed to depict society and prepare children to become its active members. On the other hand, those not in favor of it claim argue that single-sex schools are more effective since they are adapted to each sex’s needs and features. There is little doubt that single-sex schools may be more targeted to each sex’s traits. For example, boys’ schools are stricter in order to achieve discipline while girls’ schools focus on teaching them major principals that will help them lead a successful life not only as professionals but also as family leaders later in life. In addition, boys and girls tend to distract each other during the lesson and therefore make it difficult to concentrate. I am of the opinion that co-education has more to offer to the modern society. First of all, single-sex schools are utterly out-of-date and belong to the past when boys and girls socializing was considered immoral. Nowadays, that both sexes are equal, the mentality of creating and maintaining separate educational facilities is unacceptable. Moreover, having girls and boys in the same environment promotes their competitiveness in a creative way which leads to a high quality learning process. In a final analysis, co-education has proved to be more suitable in answering the increasing demands of our fast growing society. Considering how hard women have fought over the years to gain their rights, wouldn’t it be unfair to have separate schools?

The Competitive Elements Of Illovo Malawi Business Essay

The Competitive Elements Of Illovo Malawi Business Essay Critically assess the strategic context within which your firm operates using any conceptual framework, which you think is appropriate, and explain which are the most important general business trends and competitive elements. Which of these should strategic decision makers in the company of your choice consider the most and why? Illovo Sugar (Malawi) Ltd is a subsidiary of a South African company Illovo Sugar South Africa. Illovo Sugar Malawi is the countrys largest sugar producer. There are two other companies that have just set up within the previous two years, however, they can not be acknowledged as of yet as they are yet to commence operations. Illovo sugar is a large multinational company that spans across six African countries that include Malawi, Tanzania, Zambia, Mozambique, Swaziland and South Africa. They are the largest sugar producers within each respective country that they are present in. Illovo Sugar operates through subsidiaries within each of the mentioned countries. When we analyse to total volume of sugar produced amongst all the facilities that Illovo owns, it shows that they are the largest producer of sugar within the African subcontinent. Illovo Sugar is listed on the Johannesburg Stock exchange and on the Malawian and Zambian Stock Exchange respectively (as subsidiaries). The majority ownership of Illovo Sugar, 51% of it, belongs to a FTSE 100 Company Associated British Foods Plc. Illovo Sugar Malawi, along with its other subsidiaries within Africa, have shown year on year consistent growth for the entire Illovo Group in Africa, it is this level of performance which has labelled Illovo the largest sugar producer in Africa. PESTEL Analysis: I will now outline a PESTEL analysis for Illovo Sugar Ltd, within which I will cover all the political, economical, social, technological, environmental and legal aspects that affect Illovo Sugar. Political: Political stability within Malawi has been an issue for Illovo Sugar Malawi during 2012. The autocratic rule of the former president came to an unexpected end when he died due to cardiac arrest. This meant that Illovo had to form new connections with the new president (former vice president) who had her own political party. Doing so, it would give Illovo access right to the top of the tree; it could therefore exercise this communion whenever it needed to. When the government attitude is looked upon, due to the economical problems in Malawi, the extreme lack of forex has led to many problems and it has crippled the economy. The current regime is on the move to increase exports in order to generate the much-needed forex, this being a direct presidential initiative. Due to Illovo Sugar Malawi being one of the top exporters within Malawi, it is therefore one of the favourable organisations directly from the offices of the president. Corrupt governments usually impact organisations when they make decisions at firm levels. The impact of corrupt ministers and even presidents in some cases prove to be a vital political problem to a large company such as Illovo Sugar. In this case, as far as it can be noted, it seems that Illovo Sugar Malawi has steered away from being influenced by such people or governments. Economical: Malawi is currently enduring one of the harshest conditions related to its economy. It has literally crippled, from being the second fastest growing economy in the world in 2008, it has fallen at such an alarming rate, at the expense of the autocratic rule of the former president who despised the western donor countries. It led to intense shortages of forex within Malawi, and with Malawi being a predominantly importing country, it crippled many sectors and inflation started to rise at an alarming rate. The biggest cause for concern is the devaluation of the Malawi Kwacha it will increase costs from all aspects for Illovo Malawi, however, due to the floatation of the currency within the international markets, it will therefore obtain better prices for its commodity on the international market. Credit availability and interest rates are also a problem for Illovo Sugar Malawi. The credit is available but due to liquidity shortages of the Malawi kwacha, the Reserve Bank of Malawi has put high interest charges on credit facilities. Due to this problem, Illovo Malawi will take out as little credit facilities as its needs in order to avoid high interest charges  [1]  . When the overall industry growth is analysed, it can be compared, volumetrically, that Illovo Sugar Malawi has continued to grow despite all the problems it faces. It continues to be the largest contributor to the Illovo Sugar Group at 39% of its overall operating profit  [2]  . Therefore, the industry continues to grow and the prospect for the future for Illovo Malawi looks good in terms of an economical aspect. Social: Illovo Sugar Malawi operates two relatively large facilities within Malawi. They employ approximately 5400 people fulltime and around 4500 seasonal employees. They provide employment to local Malawians with added benefits as part of their corporate citizenship scheme. Illovo Sugar Malawi also works hard in maintaining their corporate social responsibility image. They have built schools and medical centres within the local communities. Every employee has access to medical and educational care, with his or her dependants included too. Apart from this, they provide housing to over 4500 people with amenities such as running water, electricity and waste management services  [3]  . Apart from the above, Illovo also carries out other social acts of charity in the form of donations to hospitals and of aid to relief victims of natural disasters within Malawi. Apart from maintaining its own sugarcane growing facilities, Illovo plays a socially responsible role when it comes to purchasing sugarcane from local smallholder farmers. They account for up to 13% of Illovo Malawis total raw material volume  [4]  . Technological: Illovo Sugar, as mentioned is the largest sugar producer in Africa, therefore they are bound to keep their technological mind-set at its peak performance. In the current world, technology is known for making processes much simpler and carried out faster and efficiently. In regards to plant and machinery at Illovo, which is the core of the entire business, they will pay the highest attention to new technological entrants within the market. Efficiency, cost saving and speed is what drives any manufacturing business and it is the same with Illovo Malawi. New process technologies within this line of business can rapidly give the edge over competitors and Illovo can utilise this to their advantage. If a new technological concept is trialled on one site, if proven to be successful, provided all factors are considered, they can easily apply this to all their sites and reap the benefits. Illovo grows their own sugarcane and technological advances in farming methods are constantly advancing, therefore they are always developing and making the entire process easier in order for the stakeholder to gain maximum benefits, i.e. maximum output of raw material. Environmental: Illovo Sugar Malawi consumes a lot of electrical power, in order to be environmentally efficient, they use the waste material known as bagasse to generate the needed levels of electricity. The bagasse is a bio-renewable fuel source and it helps to keep the environmental impact of the entire operations at a minimum. In this way, Illovo is also totally self sufficient in terms of electricity supplies. Illovo also controls all wastewater from the sugar making process; it treats and recycles the water for use in its cane growing operations  [5]  . Both sites of Illovo in Malawi annually plant new trees in order to counteract environmental degradation and soil erosion that may be caused during the farming stages  [6]  . As a by-product of the sugar making process, various alcohols can be extracted from the process. Illovo Malawi therefore contributes to fuel alcohol distilleries in Malawi and they produce ethanol, which is an alternative bio-fuel. Legal: Health and Safety is one of the legal challenges that Illovo faces. They run a large health and safety campaign in order to prevent any incidents. They continue to influence the mind-set of all its employees on the various health and safety aspects to be safety conscious. They also design safety programmes for the wider communities spread across the two estates thereby increasing safety awareness and improving safety habits. General Business Trends: Within Malawi, Illovo operates on two tremendously large sites that are situated within the southern and northern districts of Malawi respectively. Illovo Sugar Malawi Produces, on average, 300000 Metric Tons of Sugar within the two sites combined. Almost 60% of this is sold within Malawi itself due to the high demand throughout the year. The remaining 40% is supplied to neighbouring markets, with Zimbabwe being the largest buyer. Through the remaining 40%, it either ends up within the European markets or within the local regional countries, i.e. Zimbabwe, Kenya and Uganda  [7]  . Illovo Sugar Malawi is the highest contributor within the entire Illovo group, by virtue of its operating profit. When analysed, it is the third largest out of six subsidiaries in terms of volumetric sugar production, however one can only come to the conclusion that Illovo Malawi is fetching better prices for its refined, non refined and speciality sugars within the international market. The percentage of internationally supplied sugar is expected to increase from 40% and valuable markets such as the EU are showing high potential due to good prices being achieved. According to the 2012 Annual report, market conditions were considered by strong demand from European importers who recognise Malawis quality standards and ability to deliver contracted consignments on time. (Annual Malawi reports 8). Competitive Elements: Identifying the competitive elements of Illovo Malawi will show that it has two main elements that prove to also be two valuable advantages over their rivals. The quality and standards of the products that are manufactured by Illovo Malawi are second to none, as mentioned above; it is one of the main factors upon which the European customers look for and value. Due to the differences between quality standards in Africa which are lower than European and worldwide standards, Illovo can easily sell the highest quality goods within the European and north American market and obtain high prices while at the same time sell medium quality products which in the African region are regarded as the top quality, it therefore puts them in a sort of win-win situation. The second element that gives Illovo Malawi a competitive advantage is the logistics system it has. As mentioned above, European buyers value commitments more than anything else. Receiving their shipments on time is of utmost importance when they are competing in strong markets where time and money play the most crucial goal. Abiding to their commitments is therefore the elements that gives Illovo Malawi the advantage in this scenario. Question 2: Identify the stock of internally developed assets, resources and competences in the company of your choice. In your view, how do these compare with the companys most immediate (maximum 3) competitor firms in the industry? Do they or do they not allow your firm to achieve a sustainable competitive advantage, and in which areas? Answer: Illovo Sugar Malawi has various assets that include two large sugar mills in the northern and southern districts of Malawi. Along with the two high capacity sugar mills, they also own their own sugar plantations at both respective sites. According to the 2012 annual report for Illovo Sugar Malawi, their valuation of property, plant and machinery stands at 8.6 Billion Malawi Kwacha and their sugar plantations are valued at 10.1 Billion Malawi Kwacha. When we look at the total area that has been leased from the government of Malawi for 99 years amounts to 34,250 Hectares approximately. When we analyse the resources of Illovo Sugar Malawi, we can split it and analyse it via financial, physical and human resources. Financial resources: Illovo Sugar Malawi is listed on the Malawi stock exchange and this plays a vital role when it comes to attracting investment or capital into the company. Apart from attracting investment, if Illovo were to increase production or output, they would require the financial resources to be able to meet that strategy. Financial resources therefore play an important role in aiding the overall strategy that the company may be implementing. If the strategy requires additional funds to be raised, Illovo Malawi would easily be able to raise the needed funds, simply due to the investment returns that current investors are receiving, it will seem like the most viable investment to new and potential investors. Therefore it can be said that the attractiveness of this particular market is high as can be seen from the continued year-on-year growth at Illovo Sugar Malawi. Human resources: Human resources play a vital role in any strategic decision that the company makes, since it is this very workforce that will endeavour to accomplish the strategy that it has set out to achieve. Human resources also identifies all the skills-base of a business, the skills it possesses through its workforce and whether or not they are sufficient enough to meet the strategy. When it comes to analysing the human resources at Illovo Sugar Malawi, upon reading the profiles of the senior management from the annual report, it is easily noticed that experience is a key denominator amongst employees at Illovo. Illovo employees have vast knowledge and experience, that is absolutely vital to this industry and it is highly possessed at Illovo. It is these vital factors that allow Illovo Malawi to perform at it level best and this is shown via its continual growth and the financial profits it achieves. Illovo also maintains a high business morale and reputation that it strives to maintain, as Africas largest sugar producer it has to have an immense reputation that allows it to dominate markets and give it an edge over its competitors. Apart from this, employees at Illovo also possess vast amounts of experience when analysed. The experience varies from business through to manufacturing, refining, farming and other key tasks within the business. People within each sector will possess varied amounts of experience that help it add value within the entire business. Illovo firmly believes in maintaining an employee development programme which will prove to be highly important in regards to the future sustainability of the business, it has therefore setup staff training programmes to further develop their technical skills. (Malawi report 8). According to Prahalad and Hamels work, they mention the following Core competencies are the glue that binds existing business. They are the engines for new business development  [8]  . In regards to competency at Illovo, the first major achievement that is being accomplished is the quality of the products manufactured. High quality products will meet high quality standards set by international regulatory authorities and Illovo Sugar Malawi is currently producing such products that continually meet the stringent requirements. It is this level of competence that attracts the right customers for its product; it therefore serves high profile customers who are willing to pay the price for value added high quality products manufactured by Illovo. The prices and profits therefore obtained from such customers help Illovo to grow year-on-year. It is the above reasons that give Illovo an edge over its competitors, they strive to produce high quality products, which therefore give them increased revenues as compared to their immediate competitors, and this is also the reason as to why Illovo Malawi is the leading contributor to Illovo groups operating profits. Illovo Sugar Malawis two competitors are small firms that have recently set up in Malawi. They have sugarcane plantations of both 850 (planned 5000) and 200 hectares respectively. Limphasa Sugar Corporation, the first and direct competitor will likely become the number two producer of sugar in Malawi and with an export market already lined up to be supplied, they are awaiting final installations and plan to produce 90,000 tons of sugar a year at full capacity, however upon analysing Illovos operations, its highly doubtful that they will achieve that level at such an early stage as they will not have enough sugarcane. The second competitor Mtalimanja Sugar Corporation have only 200 hectares of sugarcane and they are only a small producer, which also aims to support smallholder farmers. Mtalimanja has recently run into problems and they are awaiting engineers to fix their plant at the moment. Therefore, when we analyse the two direct competitors of Illovo Malawi, it is fair to say that Illovo is miles ahead in terms of production of sugarcane and sugar based products. They are fully capable of handling large volumes in both categories and that it would take a good number of years for their competitors to catch up to them. However, this does not guarantee that there are not any threats towards Illovo, if their competitors produce high quality products they will find themselves competing for customers. However, for the current outlook, its fair enough to say that Illovo still maintains the number one spot in the market and due to its experience and the strategies it sets out to achieve, it keeps itself ahead in the market. Conclusion: Upon further reading within the group report, Illovo group clearly outlines that their primary strategic objective is to improve earnings and remain as the market leader. Their secondary aims included increasing sugar production to 1.8 million tons, increase domestic market presence and increase revenues by sales to higher priced markets  [9]  . (main report 8).Increasing capacity and output at Illovo Malawi will help it to producer larger volumes which will help it serve higher priced markets better and obtain better prices and increase profits. References: (2012) Illovo Integrated Annual Report. [Report] South Africa: Illovo Sugar Ltd, p.10. 2 (2012) Illovo Integrated Annual Report. [Report] South Africa: Illovo Sugar Ltd, p.10. 3 (2012) Illovo Sugar (Malawi) Ltd Annual Report. [report] Malawi: Illovo Sugar (Malawi) Ltd, p.12. 4 (2012) Illovo Sugar (Malawi) Ltd Annual Report. [report] Malawi: Illovo Sugar (Malawi) Ltd, p.7. 5 (2012) Illovo Sugar (Malawi) Ltd Annual Report. [report] Malawi: Illovo Sugar (Malawi) Ltd, p.12. 6 (2012) Illovo Sugar (Malawi) Ltd Annual Report. [report] Malawi: Illovo Sugar (Malawi) Ltd, p.12. 7 (2012) Illovo Integrated Annual Report. [Report] South Africa: Illovo Sugar Ltd, p.10. 8 Prahalad, C. K. and Hamel, G. (1990) The Core Competence of the Organization, Harvard Business Review, (5). 9 (2012) Illovo Integrated Annual Report. [Report] South Africa: Illovo Sugar Ltd, p.8.

Analysis of Classical Economist Theories

Analysis of Classical Economist Theories Yashwardhan Banthia â€Å"Do the classical economists constitute a coherent school of thought in the history of economics, or are they rather a loose grouping of writers whose differences are more salient than what they have in common?† Abstract This paper will discuss the analysis of capital accumulation, income distribution and technological progress expounded by major classical economists, David Ricardo, Adam Smith and Karl Marx. Detailed arguments on Smith’s views on division of labor, Ricardo’s investigation of using the labor theory to replace machines and Marx’s theories of capitalism and his version of Ricardo’s analysis will be explained. It will finally be concluded that classical economists constitute a coherent school of thought, whose philosophies are more similar than different. Introduction The classical school of thought has always placed a great amount of emphasis on the analysis of economic growth. The question asks the reader whether the theories and philosophies of the classical writers were logical and consistent with regard to the economic behavior, or if they were simply writers whose ideas were rather dissimilar to that of their compatriots. The paper would critically discuss the ideologies and theories implemented by classical economists, with particular focus on the effect of the various forms of technological change that have major insinuations on the income distribution amongst rent, wages and profits. The components of this paper are as follows: Section 2 highlights Adam Smith’s approach to this issue of technological change where the argument pivots around his views on division of labor and its components. Section 3 reviews David Ricardo’s definition of the labor theory of value and his response to technical change which would feature chapter XXXI, â€Å"On Machinery†, which is newly added as seen in the third edition of the Principles. Section 4 studies the views of Karl Marx, where his hypothesis on the â€Å"organic composition of capital† is examined closely in relation to the theory proposed by Ricardo. The sections are not just limited to these specific writers, other classical economists are discussed in the capacity of the aforesaid philosophies as and where applicable. Following this is a final section that concludes. Adam Smith – Division of labor At the very beginning of The Wealth of Nations, Smith, in his â€Å"Introduction and Plan of Work† maintains that a nation’s social product (taking into account the social product minus the workers’ consumption) is measured by â€Å"the skill, dexterity, and judgment with which the labor is generally applied†. A primitive feature of his study, Smith considers an investigation of the reasons due to which the productivity of workers would increase (Smith, WN I.3-4). Smith’s perception of the concept of division of labor was extremely wide; it covered many characteristics and varying forms of technological change. Principally although, Smith accredited the division of labor to the influence of three essential elements that led to an increase in productivity. Firstly, specialization helped workers hone their skills and become defter as a result. Secondly, a lot time is saved as there is no shift from one activity to another and there is better utilization of resources. Lastly, arduous and complex labor processes would be replaced by powerful machines through innovation, i.e., replacing labor with machines. A careful study of Smith’s analysis of division of labor further clarifies Smith’s ideas as can be seen in the first three chapters of the first book of The Wealth of Nations. In chapter one for instance, Smith distinctly conveys how effective a device, division of labor is in terms of increasing productivity. He then goes on to say in chapter two, that it is a natural human tendency â€Å"to truck, barter and exchange one thing for another†, which appear to be entrenched in â€Å"faculties of reason and speech†, which further provides justification to division of labor (Smith, WN I.ii.1-2). The argument is then completed in chapter three where Smith emphasizes the fact that the market limits the division of labor: a larger division of labor is generated by a larger market and thus, larger productivity is generated between firms as a result. While the markets are expanded by accumulation of capital, Smith’s study emphasizes on the determinants of th e latter. Consequently, there has been a lot of debate on whether Smith’s views on division of labor, income distribution and his analysis of accumulation were ‘consistent’. I believe that technological progress was not viewed by Smith as boon, which was indisputably valuable to all classes of society. However, sections three and four would discuss Ricardo and Marx, and their views and criticisms on elements of Smith’s theories. David Ricardo – Labor theory of value and technological changes Before we discuss Ricardo’s views on the implications of technological change and its effects on income distribution and capital accumulation, his â€Å"fundamental law of income distribution† must first be defined; an inverse correlation between wages and the general rate of profit. He said that the rate of profits would be smaller if a large proportion of what the labor produces is given to him and vice-versa (Ricardo, Works VIII: 194). He was certain of the fact that technological change was an integral component in terms of the developing the modern society and that different effects would be experienced as a result of different forms of change. He was the first economist to have officially defined labor theory of value and thus, his work was considered to be the turning point in the history of the classical school of thought. This is because he reflected upon numerous scenarios in order to arrive at a broad range of consequences that could be an aftermath of technological change. He argued on one particular case regarding a production unit that was completely automated and rightly pointed out that in a case where all the work is done by machinery, there will be no demand for labor. Furthermore, he discussed that nobody despite capitalists would be able to consume commodities or even buy or rent a machine. (Ricardo, Works VIII: 399-400). Surprisingly, the most important technological change commonly associated with Ricardo is however, the problem of â€Å"machinery†. He further went on to assert that the introduction of new machines into the system of production can finally lead a redundancy of workers. This was later defined as â€Å"technological unemployment† Following this, Ricardo withdraws his previous views on machinery in his third edition of the Principles, 1821, in which he states that â€Å"the application of machinery to any branch of production, as should have the effect of saving labor, was a general good, accompanied only with that portion of inconvenience which in most cases attends the removal of capital and labor from one employment to another† (Ricardo, Works I: 386). Ricardo was however convinced that Say’s law, could not in every case, avert the redundancy of workers (Ricardo, Works I: 290). He the rightly corrected himself by stating that he was convinced that using machinery in place of labor was â€Å"injurious† to the interests of the labors.(Ricardo, Works I: 388). On the contrary, I strongly support his idea that it is possible without reducing profits, that advanced and improved machines reduced the amount of labor required for production purposes. Labor productivity would increase however as the machines decrease â€Å"the sacrifice of labor† (Ricardo, Works IV: 397). However, on a final note on Ricardo, it must be mentioned that Ricardo, as a classical economist had a very deep understanding regarding of labor theory of value. Marx’s version of this idea would be discussed next. Karl Marx – Capitalism and labor theory of value Marx adopted Ricardo’s labor theory of value and inculcated some changes of his own. He extended Ricardo’s theory by defining value to be the product of â€Å"all socially expended labor† which was needed, thus suggesting that apart from direct labor, labor used by to create the product was likewise factored into value. Marx reserved special praise for Ricardo’s â€Å"scientific impartiality and love of truth† (Marx 1954: 412) and the â€Å"honesty which so essentially distinguishes him from vulgar economists† (Marx 1969: 555). On closer inspection, it can be observed in Marx’s volume III of Capital, part three specifically, where he appraises Ricardo’s views on effects of technological change and the labor theory. In such a way, this problem of technological change was Marx’s attention of focus of attention in his scrutiny of capitalism. However, Marx insisted that this problem must be examined regularly within the framework of a â€Å"circular flow of production† as he had established in his second volume of Capital. Furthermore, Marx view was that every stage and line of production required â€Å"constant capital†. The important underlying implication is that maximum level of profit in such a system would be finite. These levels of profit would be determined by what Marx coined as â€Å"the organic composition of capital† and would have an upper limit. His study led him to the conclusion that if this â€Å"organic composition of capital† falls (rises) during the time period where there is capital accumulation and changes in technology whilst assuming that wages remain constant, then, it must follow that that the actual rate of profit will fall. As a reader, I am almost compelled to think that Ricardo’s views and ideas have had a strong impact on Marx, as is exhibited by his statements. Likewise, Marx inspected Ricardo’s theories with utmost care, correcting the latter’s theories in some cases, but most evidently absorbing what he reflected to be thorough into his framework. For instance, Marx asserted that when the organic composition of capital rises, it is inevitably the case that the general rate of profits may fall given the fact that the surplus value would be constant, which is contrary to Ricardo’s principle. Another such example could be Marx’s â€Å"relative over-population† theory (Marx 1959: 249-251) or a â€Å"reserve army of the unemployed†. Marx proclaims that the redundant workers cannot be expected to be hired back by factories that utilize machines because of the labor saving trait of the machines. A downward pressure is thus exerted by this reserve army. To Marx and capitalism, what mattered is not â€Å"saving in living labor in general†, however â€Å"a saving in the paid portion of living labor† (Marx 1959:262). The evidence is unmistakable; I believe that it serves to show how intricately close the writings of Ricardo and Marx were: also the fact that Marx was coherent in exhibiting his theories, and comprehensive in portraying his thoughts which has served its purpose in the history of economic thought. Conclusion This essay shows how major classical economists consist of a coherent school of thought through their philosophies and theories that still continue to serve as a basis on which more modern models and theories have been established. This paper shows how major classical economists tackled the issue of technological change that contributed to the growth of a capitalist economy. The three economists, namely Smith, Ricardo and Marx place a lot of attention on the impact of accumulation of capital and technological change on profits. It is interesting to note that although they arrive at a conclusion that the general rate of profit would fall, their arguments which back up that claim differs in important characteristics. The essay is however limited to evaluating a hypothetical situation of one-good economies that are not well suited to examine the intricacies at hand. Nevertheless, it is distinctive that all these writers have, in their own capacities, contributed to explaining the dynamisms of a capitalist economy and the need to increase labor productivity. The argument can be concluded by supporting the claim that these writers constituted of a coherent school of thought whose theories and ideas were more similar to each other and it isn’t the case that their differences were more noticeable than what they had in common. Bibliography and references Bhaduri, A. and Harris, D.1987. The complex dynamics of the simple Ricardian system. Quarterly Journal of Economics102,893–902. Dmitriev, V.K. 1974. Economic Essays on Value, Competition and Utility, English translation of a collection of Dmitriev’s essays published in 1904 in Russion, edited by M.D. Nuti, Cambridge: Cambridge University Press. (Originally published in 1898) Eltis, W. 1984. The Classical Theory of Economic Growth, London: Macmillan Garegnani, P. 1987. â€Å"Surplus Approach to Value and Distribution†, The New Palgrave. A Dictionary of Economics, edited by J. Eatwell, M. Milgate and P. Newman, vol. 4, London: Macmillan, pp. 560-74. Glyn, A.2006. Will Marx be proved right?Oxonomics1,13–6. Hicks, J. 1969. A Theory of Economic History, Oxford: Claerendon Marx, K. 1954. Capital, vol. I, Moscow: Progress Publishers. Marx, K. 1959. Capital, vol. II, Moscow: Progress Publishers Marx, K. 1969. Theories of Surplus Value, vol. 2, Moscow: Progress Publishers. Marx, K. 1971. Theories of Surplus Value, vol. 3, Moscow: Progress Publishers. Ricardo, D. 1951-73. The Works and Correspondence of David Ricardo, 11 volumes, edited by Piero Sraffa with the collaboration of Maurice H. Dobb, Cambridge: Cambridge University press. In the essay his volumes are referred as Works, volume number: page number. Schefold, B. 1976. â€Å"Different Forms of Technical Progress†, Economic Journal, 86: 806-19 Smith, A. 1976. An Inquiry into the Nature and Causes of the Wealth of Nations, two vols. In The Glasgow Edition of the Works and Correspondence of Adam Smith, Ed. R. H. Campbell and A. S. Skinner, Oxford: Oxford University Press. Stigler, G.1958. Ricardo and the 93% labor theory of value.American Economic Review 48,357–67. Sweezy, P.1942.The Theory of Capitalist Development.New York:Monthly Review Press. 1

Dr Jack Kevorkian: Disrupting The Universe :: essays research papers

Dr Jack Kevorkian: Disrupting the Universe   Ã‚  Ã‚  Ã‚  Ã‚  Dr. Jack Kevorkian did something that most people would never even think of doing or think that someone would do such a thing. He really did disrupt the universe by taking the whole world by surprise. Jack Kevorkian was the first person in the United States to assist in suicides in a big way. He started in 1990 by placing a newspaper add for assisted suicide. He then developed a device he called the Suicide Machine, which injected deadly drugs into the bloodstream. Once the shock passed over, the issue was brought up that he did not commit any crimes, or he is a murderer. Most people think very strongly in one way or the other. Myself and many other people believe that Jack Kevorkian has not done anything wrong and he should not be punished.   Ã‚  Ã‚  Ã‚  Ã‚  He has been present at 46 suicides since 1990. He has been to jail numerous times , but always let off on bail or another technicality. 38 times he has not even gone to court for his assisted suicides. Assisted suicides are still illegal in every state, but he has gotten off on technicalities or some other issue.   Ã‚  Ã‚  Ã‚  Ã‚  All of the people he assisted in suicides either were terminally ill or they wanted to be killed due to other serious medical problems. There have been reports of a person beating her son in tennis one week before she killed herself with the help of Jack Kevorkian and his suicide machine, but she was terminally ill and Dr. Kevorkian would not help kill people unless their life was in danger or they were not living comfortably. Kevorkian was previously a doctor dealing with terminally ill people and death counseling. From this experience he knew that for some people suicide was the only Solution.   Ã‚  Ã‚  Ã‚  Ã‚  On the other hand, some people believe that what he started was a terrible thing. Just the other day there was a article in the newspaper that a man who was sick was planning to kill himself, so he had a party with all his friends as sort of a going away celebration.

Activity Based Costing Essay -- essays research papers

Introduction Activity Based Costing (ABC) addresses internal operating concerns and is an augmentation to the traditional cost management system. It is not a replacement for traditional accounting, but makes use of the source documents provided from standard job costing systems. ABC looks at a business unità ¢Ã¢â€š ¬Ã¢â€ž ¢s events as cost drivers and assigns all company resources and accumulated costs against those events in a time-phased sequence. Revenue tracking provides management with a different point of view on the profitability of products and services, providing insight into pricing. Middle management and technical performing organizations are involved in the line item reporting provided within the ABC system, enabling management to achieve more responsibility of reported information throughout all levels of the organization. ABC is being ostensible by the accounting industry as the wave of the future and is gaining broad acceptance within larger organizations. This system is intended to provide performing entities and management alike. History of ABC Activity Based Costing (ABC) is an approach to costing that considers the resources consumed by activities in order to create and deliver a product or service. It evolved in the mid-1980s to improve the allocation of manufacturing overhead costs to products, but it soon became apparent that activity-based costing systems could be expanded to include non-manufacturing costs (Langfield-Smith, Thorne & Hilton, 2004). Review of ABC Whereas the underlying assumption of a conventional costing system is simply that products cause costs, an activity based costing system assumes that cost objects (e.g. juice) creates the demand for activities (e.g. manufacturing), which in turn causes resources to be consumed (e.g. manufacturing time, outlet space, etc.) and causes costs. Cost objects are the reason for performing activities, and activities are the processes or procedures that cause work and create costs. ABC analyses costs from the perception of the how much a particular activity costs, and the amount of resources consumed by the end product of the activity. Using activity based costing differs from traditional cost accounting in that the focus is on the activities that are required to produce an end product, rather than assuming that the volume of the end product is the only driver of costs. A cost driver is ... ... operations Problems with ABC While activity-based costing may yield more detailed product cost estimates, it must pass a cost benefit test before being implemented. Activity-based costing requires a much more detailed breakdown of costs into activities that cause costs. This can be a complex task involving the teamwork of management, production, accounting, purchasing, marketing and many others. A company should implement ABC only if it thinks the benefit from improved management decisions will outweigh the cost of establishing and maintaining the new cost system. Furthermore, there might be underestimation of the task of collecting activity driver data, and the implementation of this system may be considered a financial management which might cause insufficient commitment from operational managers. We should use activity-based costing if we find the benefits from the new system exceed its costs. REFERENCE 1.  Ã‚  Ã‚  Ã‚  Ã‚  Innes, J & Mitchell, F. (1991), à ¢Ã¢â€š ¬Ã…“Activity Based Cost Managementà ¢Ã¢â€š ¬?, CIMA 2.  Ã‚  Ã‚  Ã‚  Ã‚  Smith, K.L., Thorne, H., Hilton, R.W., (2004), à ¢Ã¢â€š ¬Ã…“Management Accounting à ¢Ã¢â€š ¬Ã¢â‚¬Å" an Australian perspectiveà ¢Ã¢â€š ¬?, 3rd edition, McGraw Hill

Han vs Mauryan

The Chinese Han Dynasty vs. The Indian Mauryan/Gupta Empire The Han Dynasty of China and the Mauryan/Gupta Empire of India in 206 B. C. E to 550 C. E had many social and cultural differences which made them unique societies, but their political structure and form of government seemed to borrow ideas from each other. The social aspects of both empires had a lot in common because gender-roles, family and relationships were looked at in the same way. During the Mauryan/Gupta as well as the Han Dynasty, women were subservient to men and families relied on patriarchs.In both empires there were close knit villages, landowners had power and merchants took second role in the social system. However, the two had their differences. The Mauryan/Gupta Empire put emphasis on caste while the Han Dynasty was based on a social structure. The Mauryan/Gupta Empire’s caste system was an important social bond and a crucial part of the political structure. At the top of the system were the priests, then the warriors and rulers, followed by the merchants, skilled traders and minor officials, after that were the unskilled workers and finally the â€Å"untouchables†, who were outcastes and barely considered as people.The strict caste system provided a network of rules by which people could regulate their lives and activities and also promoted public order which helped politically. The caste system was so strictly enforced that no one could intermarry or be moved up a class so it determined where you would be for all your life. The caste system also played a role in religion which encouraged the use of a caste system rather than people look down upon it. On the other hand, the Han Dynasty relied on a highly structured system of classes.The most powerful was the emperor, the nobles and the military officers, who made up the first class. Next came the farmers and peasants who made up the second tier. Lastly, the third class was made up of merchants, commoners and servants. T his system differed greatly from the Mauryan/Gupta Empire because it was far less definite; the assigned social class for each person dictated their social status but not their wealth or power. This Chinese structure also stressed on level of education rather than where you were socially unlike the Indian system.Even though many of their values were mostly the same, the development and transformation of social structures made them completely different. The Han Dynasty and Mauryan/Gupta Empire were developing similarly in science and technology during this time period. Advances in astronomy and medicine in both civilizations included the calculation of the motion of planets, bone setting, plastic surgery and personal hygiene. Studies in mathematics also came about in the Han and Mauryan/Gupta Empire. In spite of the fact that they were sharing technological advances, the belief systems, philosophies and religions differed greatly between the two.The Mauryan/Gupta Empire had lively ar t, which included many epic poems, and primary religions that suggested unpractical, otherworldly beliefs. The practice of Buddhism and Hinduism flourished during this time because the great ruler, Ashoka, spread Buddhist values and accepted and honored Hindu principles. These religions had practices that could be considered out of this world because of the belief that there are divine forces and beings. On the contrary, the Han Dynasty had restrained art, and separate, more practical belief systems.These belief systems did not have a belief in any supernatural or godly forces but served as lifestyle guides. Confucianism, a philosophical system from the teachings of Confucius, spread because it focused on righteousness and morals rather than gods. Belief systems in the Han Dynasty were formed based on the needs and views of the people. Whereas, the belief systems formed in the Mauryan/Gupta Empire were made to unite humans with the divine. The political structure and forms of govern ment of the Han Dynasty and Mauryan/Gupta Empire shared many of the same ideas.Both had bureaucracies with groups of specialized officials and a centralized government. They were also the same because they had a form of autocratic rule so there was government by a single person that had authority over all others. The two were also the same when it came to expansion; they both expanded their borders during this period. Though there was one big difference, the Mauryan/Gupta had large, strong armies and utilized them while the Han Dynasty had a small army and didn’t feel it was necessary to even have armed forces.Although their ruling styles were very similar, the militaristic values set them apart. The Chinese Han Dynasty and Indian Mauryan/Gupta Empire borrowed government direction and approach from each other but did not influence each other socially or change their cultural identities. During the time period of 206 B. C. E to 550 C. E, the Persian Empire was also taking form . Similarly, this empire had bureaucracy, supported and formed religions and expanded territory. Today, China and India both have heavy influence on the world due to their cultural and technological exchanges connecting them to all parts of the world.

Rank of Icici Stock Minds

Sheet1 RANK 1 2 3 4 PARTICIPANT NAME COLLEGE NITIN GAJANAN MALUSARE JANARDAN INSTITUTE GIRISH MAHESHKUMAR SAVLANI K S BUSINESS SCHOOL PRATEEK GOVILA BIT MESRA PUNE UNIVERSITY DEPARTMENT OF KISHAN BHATTAD MANAGEMENT SCIENCES (PUMBA) CITY MUMBAI AHMEDABAD RANCHI PUNE PORTFOLIO 1666999. 9 1666553. 6 1666432. 5 1662356. 05 TURNOVER 16935103. 38 19998020 19946293. 4 0 % GAIN 11. 13% 5. 67% 9. 36% 0. 00% Basis highest % change in profit compared to the previous day portfolio COMMENTS REMARKS 6 7 8 9 10 11 12 13 14 15 16 JIGAR B SHAH SHANTI BUSINESS SCHOOL INDIAN INSTITUTE OF MANAGEMENT SAGAR CHOUDHURY (IIM) ISHAN ONKAR TRIVEDI NIRMA INSTITUTE OF MANAGEMENT ANIL KUMAR YADAV IMS GHAZIABAD RAVINDER REDDY IIT – MADRAS (MGMT DEPT) JAY PRAKASH MEHTA KANDIVALI EDUCATION SOCIETYÂ   INDIAN INSTITIUTE OF PARV DHIMAN MANAGEMENT(IIM) LALA LAJPATRAI INSTITUTE OF DHIRAJ KUNDANMAL SONI MANAGEMENT KALPESH RAJPUT B. K.INSTITUTE OF MANAGEMENT CHETANA'S INSTITUTE OF ROHAN PRAVIN DHUNDUR MANAGEMENT AN D RESEARCH PRIYANKA BHIKHABHAI CHAUDHARY INSTITUTE OF PATEL TECHNOLOGY VISHWAKARMA INSTITUTE OF DINOOP HARIDAS NAIR MANAGEMENT PARLE TILAK VIDYALAYA ASSOCIATION INSTITUTE OF VIJAY DALCHAND SOLANKI MANAGEMENT(PTVAIMS) AHMEDABAD ROHTAK AHMEDABAD DELHI CHENNAI MUMBAI KOLKATA MUMBAI AHMEDABAD MUMBAI GANDHINAGAR PUNE 1633101. 34 1630987. 35 1624240. 56 1607499. 08 1603541. 45 1592069. 45 1587710. 2 1583445. 77 1577859. 05 1571068. 17 1569750 1569228. 22 0877028. 01 19601921. 9 18727524. 25 19529775. 94 13647528. 25 17734802. 6 17597289. 8 13905246. 26 8914119. 7 10081802. 57 880898 18632832. 41 11. 75% Mobile Winner – 14. 03. 13 4. 13% 8. 37% -2. 13% 3. 39% 2. 62% 4. 80% 5. 41% 3. 26% 4. 74% 4. 72% 5. 41% 17 18 19 20 21 22 23 24 25 26 27 28 29 MUMBAI 1568526. 09 1558883. 62 1551591. 65 1551477. 36 1548478. 45 1544469. 5 1542588. 9 1540635. 82 1538577. 6 1536670. 52 1536123. 59 1533144. 14 1531809. 2 9199916 19665170. 27 19578787. 6 9171863. 97 10972784 16540805. 5 3318021. 6955868 . 33 3697253. 9 10295002. 38 18981106. 07 17478175. 1 13408401. 9 5. 97% 2. 78% 2. 33% 3. 31% 1. 95% 2. 96% 3. 11% 3. 28% 4. 15% 2. 62% 1. 97% 1. 98% 2. 12% JAY VITTHALBHAI SANGANI MARVADI INSTITUTE OF MANAGEMENT RAJKOT SOM LALIT INSTITUTE OF KUSHAL AMIT PARIKH AHMEDABAD MANAGEMENT BIJAL BHARATH SELARKA SRM SCHOOL OF MANAGEMENT CHENNAI DHAVAL RAJENDRA DESAI MUMBAI EDUCATIONAL TRUST (MET) MUMBAI PARIN MARU MUMBAI KJ SOMAYA KETAN POPATBHAI S K PATEL INSTITUTE OF DHAMELIYA MANAGEMENT GANDHINAGAR RONAK JAYSUKH SODHA N.L. DALMIYA COLLEGE MUMBAI VISHWA VISHWANI SCHOOL OF PREM KUMAR HYDERABAD BUSINESS PRARTHANA CHANDAR UNITED WORLD SCHOOL OF AMIN BUSINESS MUMBAI SYMBIOSIS COLLEGE OF ARTS & GEORGE PARAPUZHA JOB COMMERCE PUNE LALSINGH SANGRAMSINGH S. B PATIL INSTITUTE OF RAJPUT PUNE MANAGEMENT SUDEEPTA SARMA IILM INSTITUTE FOR HIGHER BORUAH DELHI EDUCATION (IILM ) INSTITUTE OF MANAGEMENT DEVELOPMENT AND RESEARCH (IMDR) AGNEL CHARITIES AGNEL SEVA SANGHA'S FR. C. RODRIGUES INST. OF MANAGEMENT. STUDIES RUSTOMEJEE BUSINESS SCHOOL DAYANANDA SAGAR ACEDEMY OF TECHNOLOGY AND MANAGEMENT MUMBAI INSTITUTE OF MANAGEMENT & RESEARCH GURU NANAK INSTITUTE OF MANAGEMENT STUDIES (GNIMS) INDIAN INSTITUTE OF KNOWLEDGE MANAGEMENT (IIKM) AMITY GLOBAL BUSINESS SCHOOL ACCURATE BUSINESS SCHOOL ATHARVA SCHOOL OF BUSINESS NSTITUTEÂ   OF TECHNOLOGY AND MANAGEMENT- INSTITUTE OF FINANCIAL MARKETS (ITM-IFM) RAWAL INSTITUTE OF ENGINEERING & MANAGEMENT KIRLOSKAR INSTITUTE OF ADVANCED MANAGEMENT STUDIES CITY COLLEGE INDIAN INSTITUTE OF TECHNOLOGY PARUL INSTITUTE OF MANAGEMENT INDIAN INSTITIUT OF MANAGEMENT(IIM) MEENAKSHI SUNDARAJAN SCHOOL OF MGMT JAIPURIA INSTITUTE OF MANAGEMENT STUDIES H. K.INSTITUTE OF MANAGEMENT, STUDIES& RESEARCH, JOGESHWARI CHRIST COLLEGE 30 DIVYA RANI SINGH PUNE 1530024. 8 1504035. 81 1. 22% 31 32 33 34 35 36 37 38 39 NIKHITA VINAY RANE BHAUMIK KIRTIKUMAR MEHTA SANTOSH KUMAR ANAND PRAKASH YADAV HARMEET HARBINDER ALAG PRAVEEN GANESAN SASANK BANDARUPALLI MD MOHSIN KHAN SNEHAL SHIVA JI SHINDE MUMBAI MUMBAI BANGALORE MUMBAI MUMBAI CHENNAI HYDERABAD DELHI MUMBAI 1529786. 95 1528691. 21 1526535. 5 1526029. 7 1525450 1523362. 3 1522990. 93 1522771. 22 1522282. 7 1514444. 46 0 948645. 9 1174189. 5 0 19633466. 4 7175048. 23 15763374. 15 11326878. 5 1. 99% 0. 00% 1. 83% 2. 37% 2. 29% 1. 56% 1. 53% 0. 94% 0. 54% 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57SAURAV SHARMA PARVEEN GARG ARPAN KUMAR DAS MADHU SUDAN MC SURENDRA BABU GADWALA DIPAK RASIKBHAI KATHROTIYA SHIVANK GOEL DEVIKA RAJU ASHISH RANA BHAVESH HARISH AGARWAL SASWATA GHOSH RAVIPRAKASH RAMSNEHI PRASAD MILAN A THAKKAR NAVEEN KUMAR BHATNAGAR GOVIND PRATAP SINGH MERTIYA BONY KURIAN PUNNOOSE ANSHUL BANSAL ABHISHEK GOYAL SHAIKH MOHD RAMEEZ MUKHTAR KUSHALAPPA B K JABEZ E DANIEL HARDIC VORA VAISAKH E J MUMBAI DELHI PUNE BANGALORE KANPUR BARODA SHILLONG CHENNAI DELHI MUMBAI BANGALORE 1520505. 07 1517381. 9 1516829. 38 1516420. 05 1516038. 59 1515656. 75 1515339. 65 1515279. 58 1515096. 5 1513370. 8 1513242 15 13070. 33 1512952. 06 1512904. 4 1512802. 4 1512655. 28 1512567. 22 1512270 1635277. 67 2360833. 43 3211287. 58 2450275. 45 2141875. 73 17414304. 45 0 2676943. 84 0 13356288. 94 99393 6559817. 75 18790067. 43 0 0 9150470. 72 17570914 0 1. 77% 0. 97% 1. 12% 1. 09% 1. 15% 0. 57% 0. 34% 0. 95% 1. 94% 0. 64% 0. 76% 0. 91% -8. 71% 2. 66% 1. 22% 1. 67% 1. 03% 2. 11%IIPM AHMEDABAD PUNE AMITY GLOBAL BUSINESS SCHOOL INSTITUTE OF MANAGEMENT STUDIES DEHRADUN (IMS) JK BUSINESS SCHOOL AMITY GLOBAL BUSINESS SCHOOL IIMB MAHARISHI ARVIND INSTITUTE OF SCIENCE AND MANAGEMENT JSPM'S ABACUS INSTITUTE OF COMPUTER SCIENCE AND MANAGEMENT BNMIT BISHOP HEBER COLLEGE IEIBS AKADEMIA REGIONAL INSTITUTE OF COOPERATIVE MANAGEMENT MAHARASHTRA INSTITUTE OF TECHNOLOGIES-SCHOOL OF TELECOM (MIT SOT) GLOBSYN TECHNOLOGIES LTD JAYWANTRAO SAWANT INSTITUTE OF MANAGEMENT RESEARCH SKYLINE BUSINESS SCHOOL CAMP EDUCATION SOCIETY (INSTITUTE OF MANAGEMENT) ATMIYA INSTITUTE OF MANAGEMENT INDIAN INSTITUTE OF PLANNING & MANAGMENT (IIPM, CHATTARPUR) INTERNATIONAL SCHOOL OF MANAGEMENT EXCELLENCE DELHI CHENNAI BANGALORE JAIPUR 58 59 60 61 62 PUNE BANGALORE TRICHY MUMBAI BANGALORE 1512104. 65 1511085 1509935 1509755. 86 1509406. 55 0 0 0 2709639. 3 0 1. 10% 0. 91% 0. 99% 2. 31% 1. 00% 63 64 65 66 67 68 69 70CHANCHAL KANSAL SUBHASIS SAHA PUNAM ANNASO BANDAL SONU SINGHAL RAJESH MAHADEV ANDIRAO PARESH ISHVAR BHAI MITHANI SAMRAT THATIKONDA TWARIT S TARPARA PUNE KOLKATA PUNE DELHI PUNE RAJKOT DELHI BANGALORE 1509405. 94 1509016. 5 1508847 1508597. 32 1508523 1507986. 75 1507803. 6 1507612 1000214. 4 0 0 4107663. 24 0 0 2278392. 99 119175 1. 35% 1. 33% 0. 71% 0. 57% 1. 07% 0. 43% 0. 93% 0. 85% Page 1 Sheet1 71 72 73 74 75 76 POOJA BALU VETAL RAJESH KUMAR PARAG M LATHIYA ASHUTOSH SINGH ARJUN M MAYANK SINHA ST. MIRA'S COLLEGE FOR GIRLS SCHOOL OF COMMUNICATION & MANAGEMENT STUDIES (SCMS) LDRP BENGAL INSTITUTE OF BUSINESS STUDIES(BIBS) ST. JOSEPH'S INSTITUTE OF MANAGEMENT AMITY UNIVERSITY B. P.PODDAR INSTITUTE OF MANAGEME NT AND TECHNOLOGY (BPPIMT) CMS BUSINESS SCHOOL INDIRA INSTITUTE OF BUSINESS MANAGEMENT FUTURE BUSINESS SCHOOL GREAT LAKES INSTITUTE OF MGMT PUNE KOCHI GANDHINAGAR KOLKATA TRICHY GURGAON 1507374. 25 1507298. 7 1507284. 66 1506689. 12 1506507 1506000 632126. 6 811641 4166933. 75 137269. 44 1051965 334500 0. 49% 0. 49% 0. 78% 0. 65% 0. 49% 0. 52% 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 102 103 104 105 SANJANA SEN RAHUL NICHANAMETTLA PRATHAMESH DHARMIK MANDALE POOJA SETHI SANTHOSH KUMAR S SUDHANSHU KESHAV MOURYA ANURAG GUPTA RAM MILAN KANNUJIA KOLKATA BANGALORE MUMBAI KOLKATA CHENNAI MUMBAI JALANDHAR DELHI KOLKATA PUNE KOLHAPUR AHMEDABAD KOLKATA DELHI PUNE JALANDHAR TRICHY AHMEDABAD VISNAGAR JAIPUR 1505896. 5 1505846. 1505772 1505472. 76 1505448. 66 1505371 1505182. 5 1505154. 7 1504923. 27 1504847 1504450. 94 1504090. 2 1503889. 46 1502875 1502740. 5 1502332 1502277 1502240. 76 1501853. 5 1501507. 86 1501469. 41 1501321 1501252. 75 1501160 1501127. 4 1501077. 05 1500834. 35 1500709. 1 1500515 0 510517. 1 0 243199 16911647. 35 0 0 0 0 1478127. 6 0 16151721. 7 498939. 5 0 714160 450073. 2 0 17700875. 4 0 448070. 76 1047920. 95 0 51487. 28 418670 1032958. 65 0 0 415179. 6 0 0. 33% 0. 33% 0. 61% 0. 57% 0. 23% 0. 52% 1. 33% 0. 60% 0. 54% 0. 12% 0. 00% 0. 87% 0. 81% 0. 48% 0. 15% 0. 08% 0. 13% 1. 41% 0. 64% 0. 10% 1. 34% 0. 12% 0. 12% 0. 08% -0. 08% 0. 38% 0. 03% 0. 08% 0. 03%SHRI VISHVESARIYA IMS LOVELY PROFESSIONAL UNIVERSITY GAUTAM BUDDHA UNIVERSITY INTERNATIONAL INSTITUTE OF SUKANTA SAHA BUSINESS STUDIES (IIBS) SADHU VASVANI INSTITUTE OF BHUMIKA NIRMAL SONI MANAGEMENT (SVIMS) SANJAY GHODAWAT INSTITUTE SOURABH INANI (SEMINAR II) VARSHIT BIPINBHAI DOSHI NRIMB AMINUR RAHAMAN GAZI NSHM BUSINESS SCHOOL(NBS) ASIA PACIFIC INSTITUTE OF RENU YADAV MANAGEMENT NASIRUDDIN FAKRUDDIN DR. D. Y. PATIL INSTITUTE OF SHAIKH ENGINEERING & TECHNOLOGY APEEJAY INSTITUTE OF ANU THANGRIA MANAGEMENT TECHNICAL CAMPUS MAREDDY INDIAN INSTITIUT OF MARKANDEYU LU MANAGEMENT(IIM) INDIAN INSTITIUT OF SIDDHARTH M MANAGEMENT(IIM) NARESH DAHYABHAI VISNAGAR INSTITUTE OF PRAJAPATI MANAGEMENT MEGHA AGARWAL BANASTHALI VIDYAPITH CAMPUSJAY PRAKASH CHAUDHARY OXFORD COLLEGE OF MANAGEMENT BANGALORE LOKESH DURGESH GHOSAL ITM DOMBIVLI MUMBAI SRN ADARSH COLLEGE OF ASHISH KUMAR MISHRA BANGALORE MANAGEMENT ASHWINI DEVARAJAM SANKA MUMBAI VIVA COLLEGE OF MANAGEMENT INTERNATIONAL MANAGEMENT AMANDEEP SINGH MAINI DELHI INSTITUTE(IMI) RAJ KUMAR GOYAL INSTITUTE FOR ABHISHEK RAI DELHI TECHNOLOGY (RKGIT) VISHAL JALHOTRA DEHRADUN GRAPHIC ERAÂ   UNIVERSITY MONICA SATISH SHARMA ICL COMMERCE COLLEGE VASHI MUMBAI NANDALAL M SIVADAS AMRITA COLLEGE OF MANAGEMENT BANGALORE BABU BANARASI DAS NATIONAL INSTITUTE OF TECHNOLOGY & MANAGEMENT VIDYALANKAR INSTITUTE OF SUSHMA VIJAY GHADGE MANAGEMENT LALIT SONI ST.KABIR INSTITUTE MANAGEMENT NITU SINHA MERI INSTITUTE MONICA ALLURI NSB KENGUA ASHUTOSH ICFAI BUSINESS SCHOO L(IBS) DILIP MADHUBHAI CENTRE FOR MANAGEMENT STUDIES PRAJAPATI (CMS) SUJITH S KURUP RAI BUSINESS SCHOOL INSTITUTE OF BUSINESS PIYUSH DILIP KHESE MANAGEMENT & RESEARCH (IBMR) TUSHAR GULATI ICFAI BUSINESS SCHOO L(IBS) JAYDEEP PRATAPRAI INDIAN EDUCATION SOCIETY RATHOD INSTITUTE OF MANAGEMENT(IESIMS) INTERNATIONAL SCHOOL OF AVIJIT SAHA BUSINESS JAGANATH SUBRAMANIAN HYDERABAD BUSINESS SCHOOL SOUMYA SUKHMAY NATIONAL INSTITUTE OF CHATTERJEE COOPERATIVE MANAGEMENT (NICM) KALPESH KAILASH SHARMA MDI PRIYANT RAMESHBHAI LADANI OXFORD COLLEGE OF MANAGEMENT YASH YOGESHBHAI SHAH K S BUSINESS SCHOOL 2 DR. GAUR HARI SINGHANIA INSTITUTE PUSHPINDER SINGH PURI OF MANAGEMENT & RESEARCH INDIAN INSTITUTE OF MANAGEMENT SASIKANTH BAPATLA (IIM) ABHISHEK MADASSERY FEDERAL INSTITUTE OF SCIENCE & ASHOK TECHNOLOGY(FISAT) RIZVI INSTITUTE OF MANAGEMENT KARAN KIRTI DOSHI STUDIES R. A.PODAR INSTITUTE OF AKSHIT BAJ MANAGEMENT ACHARYA'S BANGALORE BUSINESS SURI SAI SRIKANTH SCHOOL INDIAN INSTITUTE OF PLANNING AND VIREN PARMAR MANAGEMENT(IIPM) SREE NARAYAN GURUKULAM SHAHANAS PA COL LEGE OF ENGINEERING FABEESH MOHAMED IIPM, KOCHI G SANDEEP GANDHIKOTA BUSINESS SCHOOL DEEPAK HEDDA GARDEN CITY COLLEGE KOLHAPUR INSTITUTE OF VENUGOPAL LALIT DAVDA TECHNOLOGY INSTITUTE OF BUSINESS AND SAISMITA DALAI COMPUTER STUDIES(IBCS ) SOUMITRA KUMAR INDIAN INSTITUTE OF PLANNING & MANDAL MANAGEMENT(IIPM) DIPTI DINESH NADKARNI IEIBS AKADEMIA BLESSINA JEBARAJ JEPPIAR ENGINEER COLLEGE SYMBIOSIS INSTITUTE OF BUSINESS STUTI BANSAL MANAGEMENT (SIBM) INDIAN INSTITUTE OF PLANNING & P SUNIL KUMAR MANAGEMENT(IIPM) JAYAMUKHI INSTITUTE OF GOUTHAM BIJJALA TECHNOLOGICAL SCIENCES DEBASISH BAJ ITM BUSINESS SCHOOL ORIENTAL INSTITUTE OF ANIRUDH MAHESH SANGHI MANAGEMENT VIVEK AGARWALA LOVELY PROFESSIONAL UNIVERSITY VELS INSTITUTE OF BUSINESS DASARATHY GANESAN ADMINISTRATION GANESH R NIT DEEPMALA YADAV 106 107 108 109 110 111 112 113 114 115 116 117 118 119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 136 137 138 139 140 141 142 143 144 145 146 LUCKNOW MUMBAI AHMEDABAD DELHI BANGAL ORE KOLKATA AHMEDABAD CHENNAI PUNE HYDERABAD MUMBAI KOLKATA HYDERABAD AHMEDABAD DELHI BANGALORE AHMEDABAD KANPUR KOZHIKODE KOCHI MUMBAI JAIPUR BANGALORE PUNE KOCHI KOCHI HYDERABAD BANGALORE KOLHAPUR BHUBANESHWAR BHUBANESHWAR MUMBAI CHENNAI PUNE HYDERABAD WARANGAL WARANGAL MUMBAI JALANDHAR CHENNAI TRICHY 1500416. 1500306. 63 1500152. 85 1500148 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 Page 2 0 4957494. 14 461163. 8 1164534 0. 04% 0. 75% 0. 01% 0. 59% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00%Sheet1 147 148 149 150 151 152 153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 187 188 189 190 191 192 193 194 195 196 197 198 199 PREEYAM HIMANSHU TOLIA GOURAV TYAGI INDRAJEET SARKAR MEVISH PANCHAL PIYUSH MANOJ MODHSARAF CHANDNI JITENDRABHAI ZAVERI ABHYUDAY SINGH CHAUHAN FAIZAN KHAN KARTHIK HARIHARAN PRADEEP V SATENDER SINGH RAWAT PRAMOD AGRAWAL HARSH RANJAN ANIRBAN TARUN HAZRA KUNWAR VIKRAM SINGH BHAVIK JAGDISHBHAI BHAVSAR RAHUL VIJAYAKUMAR PRATIK MAHENDRA MANANI BHAGYASHREE SURESH PATIL SAINATH NIVLAKAR VISHAL SINGH JOHNSON BANDI ANKIT ANAND SHUBHAM JAIN ANUBHAV SINGH PADALIYA DHAVAL DEEPCHAND RADHYASHYAM GUPTA AMRITA MAZUMDAR YOGESH HARSHADBHAI PATEL SUJIT P ANUTOSH KUMAR AJEET PRATAP KHANDE NIKET CHANDAK SATYAJIT MAHAPATRO MANJUNATH RA SHREY ARORA GAURAV KAMBLE JOYDEEP DEY PANKAJ RAMESH RAI SURAJ SANJAY TAMHANE RADHE NARAYANDAS RATHI PRANAY VIJETA MUKESHKUMAR GUPTA KISHANKUMAR CHAUDHARY RAJENDER AGGARWAL SAMBHAV GUPTA RA JIV TARASHANKAR MAURYA PATHIK ASHOK DOSHI SACHIN DADABHAU ARGADE NIKUNJKUMAR BIPINCHANDRA GOR ARVIND SINGH NABA KUMAR MEDHI AFSAR TANWEER VIVA COLLEGE OF ARTS,COMMERCE AND SCIENCE ITS GHAZIABAD INSTITUTE OF ENGINEERING & MANAGEMENT BHARTIVIDYAPEETH COLLEGE OF MANAGEMENT ALKESH DINESH MODI IMS MUMBAI GHAZIABAD KOLKATA MUMBAI MUMBAI 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1500000 1499980. 58 1499898. 8 1499840. 31 1499298. 49 1499240 1498978. 6 1498975. 44 1498765. 1 1498463. 91 1498376. 77 1497879. 7 1497736 1497537. 85 1497026. 1 1496824. 5 1496650 1496525. 13 1496018. 95 1495073. 73 1493679. 6 1491854. 05 1490459 1489680 1487377. 61 1485605. 25 1484849 1483542. 5 1481977. 63 1480659. 65 1480337. 56 1480059. 8 1478627. 88 1478035. 91 1477020. 08 1476154. 24 1475551. 17 1474566. 66 1458569. 63 1455800 1450658. 24 1444595 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 00% 0. 48% -0. 01% 0. 13% -0. 05% 1. 24% 0. 00% 0. 18% 0. 08% -0. 11% 0. 54% 0. 54% 0. 68% 0. 00% 0. 50% -0. 23% 0. 73% -0. 27% 0. 16% 0. 7% -0. 04% -0. 35% 0. 13% 0. 88% -0. 38% 0. 14% 0. 12% 0. 77% -2. 62% -1. 70% 0. 95% 0. 69% 0. 23% 2. 83% -0. 67% -4. 74% -0. 41% 1. 31% -2. 50% -3. 29% -3. 72% RAJKOT R K UNIVERSITY DHARMSINGH DESAI INSTITUTE OF TECHNOLOGY & MANAGEMENT(DDIT) NADIAD NARSEEMONJI INSTITUTE OF MUMBAI MANAGEMENT STUDIES (NMIMS) INDIAN INSTITIUT OF INDORE MANAGEMENT(IIM ) VELLORE INSTITUTE OF CHENNAI MANAGEMENT (VIT) GLA UNIVERSITY II MATHURA GLA UNIVERSITY I MATHURA JAIPUR GYANVIHAR INSTITUTE DY PATIL INSTITUTE OF MANAGEMENT MUMBAI BELAPUR SWAMI VIVEKANAND INSTITUTE OF MUMBAI MANAGEMENT STUDIES CHIMANBHAI INSTITUTE OF AHMEDABAD MANAGEMENT CRESENT BUSINESS SCHOOL (B. S.ABDUR RAHMAN UNIVERSITY) CHENNAI ICFAI BUSINESS SCHOOL SANJAY GHODAWAT INSTITUTE ENTREPRENEURSHIP DEVELOPMENT INSTITUTE OF INDIA (EDI) JAIPURIA INSTITUTE OF MANAGEMENT NATIONAL INSTITUTE OF TECHNOLOGY(NIT) SCHOOL OF MANAGEMENT, KIIT UNIVERSITY INTERNATIONAL SCHOOL OF INFOMATICS & MANAGEMENT (IIIM ) TRINITY INSTITUTE OF PROFESSIONAL STUDIES NEW DELHI INSTITUTE OF MANAGEMENT (NDIM) GAHLOT INSTITUTE HERITAGE GROUP OF INSTITUTIONS GANPAT UNIVERSITY XAVIER INSTITUTE OF MANAGEMENT BIFM SOCIETY FOR EDUCATION & RESEARCH LYYOD INSTITUTE OF MANAGEMENT INDIRA COLLEGE FACULTY OF MANAGEMENT STUDIES (FMS) MS RAMAIAH COLLEGE INSTITUTE OF RURAL MANAGEMENT(IRM) ADITYA COLLEGE NSHM BUSINESS SCHOOL(NBS) UNITED BUSINESS SCHOOL SIES COLLEGE OF MANAGEMENT, NERUL D Y PATIL GREATER NOIDA INSTITUTE OF TECHNOLOGY GNVS INSTITUTE OF MANAGEMENT S V INSTITUTE OF MANAGEMENT INDIAN INSTITUTE OF MANAGEMENT(IIM) LUCKNOW AMITY BUSINESS SCHOOL DR. G D POL FOUNDATION YMT COLLEGE OF MANAGEMENT FLAME BUSINESS SCHOOL MUMBAI KOLHAPUR AHMEDABAD JAIPUR WARANGALBHUBANESHWAR JAIPUR DELHI DELHI MUMBAI KOLKATA AHMEDABAD BHUBANESHWAR DELHI DELHI PUNE DELHI BANGALORE JAIPUR MUMBAI DURGAPUR AHMEDABAD MUMBAI PUNE DELHI MUMBAI KADI DELHI AHMEDABAD MUMBAI PUNE 14 0773. 02 0 469778. 52 5920537. 72 278734. 9 1516500 0 1806549. 85 603598. 3 3727765. 43 9780 0 1359144. 05 0 427764 0 4693020. 75 4546906. 55 293725 148376. 1 2361056. 9 0 0 6257722. 15 0 0 664855. 8 24198 15104297. 55 14073842. 49 6103274. 4 10377288. 23 14504753. 51 7697288. 85 1796680. 35 19766905. 12 1469829. 15 6301258. 4 0 1486542. 2 15548000 MODERN COLLEGE PUNE NARSEEMONJI INSTITUTE OF MANAGEMENT STUDIES HYDERABAD LOVELY PROFESSIONAL UNIVERSITY JALANDHAR INDIAN INSTITUTE OF FOREIGN TRADE KOLKATA – IIFT XISS- XAVIER INSTITUTE OF SOCIAL SCIENCE RANCHI SMT.HIRABEN NANAVATI INSTITUTE OF MANAGEMENT & RESEARCH FOR WOMEN AMRITA SCHOOL OF BUSINESS SANKLP BZ COLLEGE INDIAN INSTITIUT OF MANAGEMENT(IIM) JAGANNATH INSTITUTE OF MANAGEMENT STUDIES (JIMS) VIVA COLLEGE OF MANAGEMENT JAMNALAL BAJAJ INSTITUTE OF MANAGEMENT STUDIES RAJAGIRI SCHOOL OF MANAGEMENT ST FRANCIS INSTITUTE OF MANAGEMENT MODERN INSTITUTE OF BUSINESS MANAGEMENT JAIPUR ENGINEERING COLLEGE & RESEARCH CENTRE (JECRC) SYDENHAM INSTITUTE OF MANAGEMENT STUDIES 200 201 202 203 204 205 206 207 208 NEHA ANIL SONAWANE ASHIS KUMAR NAYAK ANKUR HANUMANDASJI LOYA RAMAKRISHNA REDDY PV ASHISH VATS NILESH KALOJI PATIL CHAITANYA GANDHI ASHISH M THOMAS SAVIO IGNATIUS PEREIRA PUNE COIMBATORE PUNE BANGALORE DELHI MUMBAI MUMBAI KOCHI MUMBAI 1443019. 28 1438403. 49 1421968. 3 1403592. 6 1387933. 23 1382846. 1 1347535. 19 1315017. 23 1232887. 18 7221815. 06 6706791. 4 7983803. 6 15200000 17918166. 91 15326224 18887715. 9 14959391. 89 18177223. 5 -3. 67% -3. 27% -1. 88% -3. 44% -9. 27% -11. 30% -13. 48% -13. 75% -12. 7% Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 14-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 14-Mar2013 Disqualified NEHAL MEHUL DOSHI PUNE 2158899. 67 681523032. 99 30. 27% Disqualified INDU RAJ SHARMA JAIPUR 1746172. 62 136730223. 38 3. 01% Disqualified PARIN JAYESH JAIN MUMBAI 1689359. 21 29836586. 33 5. 38% Disqualified MRINAL AGRAWAL ICFAI BUSINESS SCHOOL GURGAON 1652256. 13 1019418. 73 9. 76% Disqualified DIPEN GIRISHBHAI DESAI SJPIM AHMEDABAD 1638720. 53 38609002. 49 5. 92% Disqualified KRATIKA KAPOOR BANASTHALI VIDYAPITH CAMPUS BANASTHALI 1602585. 74 174113219. 86 4. 03% Disqualified AKASH SINGHAL IILM DELHI DELHI 1595289. 76 Page 3 20201491. 1 0. 81% Sheet1 LAL BAHADUR SHASTRI INSTITUTE OF MANAGEMENT DELHI Disqualified as Turnover exceeded 2 crore on 14-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 rore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 14-Mar20 13 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified as Turnover exceeded 2 crore on 13-Mar2013 Disqualified SURBHI BEGWANI 1579115. 33 20629835. 15 2. 46% Disqualified HIMANSHU SHEKHAR BIT MESRA KOLKATA 1548771. 65 85329123. 21 -3. 35% Disqualified SANDEEP KUMAR INDIAN INSTITUTE OF FOREIGN TRADE DELHI (IIFT) 1513222. 8 44599450. 3 8. 38% Disqualified RAHUL SHYAMKUMAR JAIN ICFAI BUSINESS SCHOOL PUNE 1508190. 05 61504026. 95 -6. 39% Disqualified ARUN K IIT – MADRAS ENGG. DEPTCHENNAI 1501859. 94 57156690. 7 -2. 77% Disqualified DEEPANKAR KSHITIZ EMPI BUSINESS SCHOOL NALANDA INSTITUTE OF ADVANCED STUDIES DELHI 1497135. 03 69303860. 97 -2. 90% Disqualified SHEIKH HOSSAIN KOLKATA 1477135. 35 24163113. 25 -1. 52% Disqualified KUNTAL DEVESH DAVE SAL INSTITUTE OF MANAGEMENT AHMEDABAD 1447490 29854052. 5 -6. 76% Disqualified GOBIN RANA SONA COLLEGE OF MANA GMENT INSTITUTE OF MANAGEMENT & TECHNOLOGY(IMT) SALEM 1444626. 85 37832292. 25 -1. 46% Disqualified TUSHAR SHARMA MANMOHAN SINGH SIKARWAR GHAZIABAD 1380792. 05 40439282. 21 -3. 78% Disqualified ICFAI BUSINESS SCHOO L(IBS) AHMEDABAD 1064207. 96 111815542. 74 -21. 15% Page 4