The use of decision tree analysis - Free Essay Example

Sample details Pages: 13 Words: 3843 Downloads: 3 Date added: 2017/06/26 Category Finance Essay Type Compare and contrast essay Did you like this example? The main focus of this seminar paper is on decision tree analysis and its applications in various industries. It also discusses about issues of decision making under uncertainty and risks involved in some of the projects. Statement of the problem For successful execution of a project, a project manager should be able to take right decisions under conditions of certainty, risk and uncertainty. As the situation progresses from certainty to risk to uncertainty, the expected potential damage to the project increases. Various methods of decision making are employed in order to take optimal decisions. The study of decision tree analysis is done to understand its significance in assisting project managers in taking decisions. Don’t waste time! Our writers will create an original "The use of decision tree analysis" essay for you Create order objectives of the study To gain understanding of method of decision tree analysis To grasp knowledge of role of decision tree analysis in decision making To learn about importance of decision tree analysis in assessment of projects Significance of the study The study of this seminar paper assists in learning about decision tree analysis role of decision tree analysis in decision making applications of decision tree analysis in various industries issues of decision making under uncertainty and risks involved in some of the projects Scope and Limitations of the study Scope The scope of the study is learning about decision tree analysis, its role in decision making, its applications in various industries and the issues of decision making under uncertainty and risks involved in some of the projects. limitations This study does not include techniques of decision making under certainty. It does not provide in-depth knowledge of all techniques of decision making under uncertainty and risk. Review of literature Basics of decision tree analysis Decision tree is a tree-like graph or model of decisions and their possible consequences, including chance event outcomes, resource costs, and utility. Its common application is in operations research, especially in decision analysis, for identifying a strategy to attain an objective. Other applications include its use as a descriptive means for calculating conditional probabilities. It acts as visual tool where the expected values (or expected utility) of competing alternatives are calculated and guides in choosing the best alternative. Decision trees depict the sequence of interrelated decisions and the expected results of making choice among alternatives. When a decision is to be made, there are generally more than one choices or options. The available choices are depicted in tree form starting at the left with the risk decision branching out to the right with possible outcomes. Decision trees are usually used for risk events associated with time or cost. A decision tree c onsists of 3 types of nodes:- 1. Decision nodes which are commonly represented by squares 2. Chance nodes which are represented by circles 3. End nodes which are represented by triangles Decision tree is drawn from left to right and has splitting paths but no converging paths. Therefore, in cases of elaborate future events, it is often difficult to draw manually. Nowadays various solutions and softwares are provided by many companies for drawing decision trees, analyzing the results and defining the best alternative amongst the available choices. Steps in decision tree analysis Main steps in decision tree analysis are as follows: 1. Identifying the problem and alternatives To understand the problem and develop alternatives, it is necessary to acquire information from different sources like marketing research, economic forecasting, financial analysis, etc. As the decision situation unfolds, various alternatives may arise which are to be identified. There would also be kinds of uncertainties in terms of market size, market share, prices, cost structure, availability of raw material and power, governmental regulation. Technological change, competition, etc. Recognising that risk and uncertainty are inherent characteristics of investment projects, persons involved in analyzing the situation must be encouraged to express freely their doubts, uncertainties, and reservation and motivated to suggest contingency plans and identify promising opportunities in the emerging environment. 2. Delineating the decision tree The decision tree represents the anat omy of decision situation. It illustrates decision points along with the alternative options available for experimentation and action at these decision points chance points where outcomes are dependent on a chance process and the likely outcomes at these points This decision tree diagrammatically reflects the nature of decision situation in terms of alternative courses of action and chance outcomes which have been identified in the first step of the analysis. If myriad possible future events and decisions are considered, it can become very complex and cumbersome. As a result, it would not be a useful tool of analysis. If many elaborate events are taken into account then it may obscure the critical issues. Hence it is necessary to simplify the decision tree so that focus can be given on major future alternatives. 3. Specifying probabilities and monetary outcomes After delineating the decision tree, probabilities corresponding with each of the possible outcomes at va rious chance points and monetary value of each combination of decision alternative and chance outcome have to be gathered. The probabilities of various outcomes can be defined objectively. For instance, based on objective historical data the probability of good monsoon can be defined. On the other hand, probabilities for real life outcomes are somewhat difficult and cannot be obtained. For example, one cannot determine the probabilities for success of a new automobile launch. These have to be defined subjectively and based on experience, judgment, understanding of informed executives and their intuition. Also, it is difficult to assess cash flows corresponding to these outcomes. So again judgment of experts helps in defining these cash flows. 4. Evaluating various decision alternatives The final step in decision tree analysis includes evaluation of various alternatives. This can be done as follows: Starting with the right- hand end of the tree and then we calculate the e xpected monetary value at various chance points that come first as we proceed leftward. Given the expected monetary values of chance points in step 1, evaluate the alternatives at the final stage decision points in terms of their expected monetary values. At each of the final stage decision points, select the alternative which has the highest expected monetary value and truncate the other alternatives. Each decision point is assigned a value equal to the expected monetary value of the alternative selected at that decision point. Proceed backward (leftward) in the same manner, calculating the expected monetary value at chance points, selecting the decision alternative which has the highest expected monetary value at various decision points, truncating inferior decision alternatives, and assigning values to decision points, till the first decision point is reached. Advantages Amongst decision support tools, decision trees have several advantages: Easy to interpret and understand With availability of little hard data this method helps in generating important insights Result provided by a model/ software can be easily explained Can be used in combination with other decision techniques Example Decision trees can be used to optimize an investment portfolio. The following example shows a portfolio of 7 investment options (projects). The organization has $10,000,000 available for the total investment. Bold lines mark the best selection 1, 3, 5, 6, and 7, which will cost $9,750,000 and create a payoff of 16,175,000. All other combinations would either exceed the budget or yield a lower payoff. Decision Making Tools: Decision Tree Analysis and EMV Decision Tree Analysis In decision tree analysis, a problem is depicted as a diagram which displays all possible acts, events, and payoffs (outcomes) needed to make choices at different poin ts over a period of time. Example of Decision Tree Analysis: A Manufacturing Proposal The company is assessing a new product development proposal. The cost of the development project is $500,000. The probability of successful development is projected to be 70%. If the development is unsuccessful, the project will be terminated. If it is successful, the manufacturer must then decide whether to begin manufacturing the product on a new production line or a modified production line. If the demand for the new product is high, the incremental revenue for a new production line is $1,200,000, and the incremental revenue for the modified production line is $850,000. If the demand is low, the incremental revenue for the new production line is $700,000, and the incremental revenue for the modified production line is $150,000. All of these incremental revenue values are gross figures, i.e., before subtracting the $500,000 development cost, $300,000 for the new production line and $100,000 for the modified production line. The probability of high demand is estimated as 40%, and of low demand as 60%. The development of a decision tree is a multi step process. The first step is to structure the problem using a method called decomposition, similar to the method used in the development of a work breakdown structure. This step enables the decision-maker to break a complex problem down into a series of simpler, more individually manageable problems, graphically displayed in a type of flow diagram called a decision tree. These are the symbols commonly used: The second step requires the payoff values to be developed for each end-position on the decision tree. These values will be in terms of the net gain or loss for each unique branch of the diagram. The net gain/loss will be revenue less expenditure. If the decision to not develop is made, the payoff is $0. If the product development is unsuccessful, the payoff is $500,000. If the development is successful, the decis ion is to build a new production line (NPL) or modify an existing production line (MPL). The payoff for the NPL high demand is ($ 1,200,000 $500,000 development cost -$300,000 build cost) or $400,000. For a low demand, the payoff is ($700,000 $500,000 development cost -$300,000 build cost) or -$100,000. The payoff for the MPL high demand is ($850,000 -$500,000 development cost $100,000 build cost) or $250,000. For a low demand, the payoff is ($720,000- $500,000 development cost $100,000 build cost) or $120,000. The third step is to assess the probability of occurrence for each outcome: Development Successful = 70% NPL High Demand = 40% MPL High Demand = 40% Development Unsuccessful = 30% NPL Low Demand = 60% MPL Low Demand = 60% Probability Totals* 100% 100% 100% *Probabilities must always equal 100%, of course. The fourth step is referred to as the roll-back and it involves calculating expected monetary values (EMV) for each alternative course of action payoff . The calculation is (probability X payoff) = EMV This is accomplished by working from the end points (right hand side) of the decision tree and folding it back towards the start (left hand side) choosing at each decision point the course of action with the highest expected monetary value (EMV). Decision D2: New Production Line vs. Modified Production Line high demand + low demand = EMV high demand + low demand = EMV (4 0% X $400,000) + (60%X -$100,000) (40% X $250,000)+(60% X $120,000) $100,000 $172,000 Decision Point 2 Decision: Modified Production Line with an EMV of $172,000 Decision 1: Develop or Do Not Develop Development Successful + Development Unsuccessful (70% X $172,000) (30% x (- $500,000)) $120,400 + (-$150,000) Decision Point 1 EMV=(-$29,600) Decision: DO NOT DEVELOP the product because the expected value is a negative number. When doing a decision tree analysis, any amount greater than zero signifies a positive decision. This too l is also very useful when there are multiple cases that need to be compared. The one with the highest payoff should be picked. Example The project manager can use decision tree analysis when a decision involves a series of several interrelated decisions. The project manager computes the Expected Monetary value (EMV) of all strategies and chooses the strategy with the highest EMV. Assume that the project manager has four alternative strategies, S1, S2, S3, and S4. The resultant values for each strategy at different probability levels are R1, R2, and R3. Assume that the probability of occurrence of these results is 0.5, 0.2 and 0.3. The payoff matrix for this problem is given in table 1. Table 1: Payoff Matrix R1 R2 R3 S1 13 10 9 S2 11 10 8 S3 10 12 11 S4 8 11 10 The project manager can also represent this problem as a decision tree. Figure: 1 depicts the decision tree for the given problem. The project manager finally selects strategy S1 as it has the highest expected value. Figure 1 EMV (A) = 0.5 (13) + 0.2(10) + 0.3(9) = 11.2 EMV (B) = 0.5 (11) + 0.2(10) + 0.3(8) = 9.9 EMV (C) = 0.5(10) + 0.2(12) + 0.3(11) = 9.8 EMV (D) = 0.5(8) +0.2(11) + 0.3(10) = 9.2 Case study R and D management, by its very nature, is characterized by uncertainty since effective R and D requires a complex interaction of variables. It is important to balance strategic management (allocate resources and do the right R and D) with operational management (execution of projects) and at the same time take into account issues of people management (leadership, motivation, organisation and teamwork) (Menke, 1994). The strategic aspect of R and D management alone requires the resolution of some very important questions, namely Whether we have the right budget of R and D? Whether allocation is done to right business and technology areas? Whether there is a right balance of risk and return; of incremental vs. innovation; of long- and short-term projects; of research vs. development? Are we working on the right projects and programmes with the right effort? It is clear that for success in R and D it is critical to determine what is right for the particular company. Th e normal process for doing this is through the development of a technology strategy. In practice, the approach used will be that which best fits the operating method of the company but, as Braunstein (1994) has pointed out, the approach is less important than the output, which has to link the corporate goals and strategy to the companys major functional units. Having defined what the business objectives should be for the R and D programme and the overall strategic framework that will define the technology plan, it is then possible to move on to what is probably one of the most problematic parts of technology management, the selection of individual R and D programmes. There is a comprehensive literature of potential methods which can be used (Baker and Pound, 1964; Gear et al., 1971; Souder, 1978). Many of these compare projects with different distributions of possible outcomes and risk, often using relatively complex quantitative methods. There are a number of interdependencies t hat have to come good before the project finally produces value for the company and it has been argued (Morris et al., 1991) that because many of the major decisions (and many sub-decisions at intermediate milestones) can be taken singly, the overall process is less risky that might initially be thought. Not surprisingly, therefore, Morris goes on to propose that, when choosing R and D projects, there is merit in going for long shots since this is effectively the purchase of options which can be dropped later if the project does not look like bearing fruit. Moreover, the higher risk projects (almost by definition) tend to be the ones that have the highest payback if they are successful (see also Kester, 1984). 2. Decision making under uncertainty Uncertainty in a business situation is often expressed verbally in terms such as it is likely, it is probable, the chances are, possibly, etc. This is not always very helpful because the words themselves are only useful when they convey the same meaning to all parties. It is clear that different people have different perceptions of the everyday expressions which are often used to describe uncertainty. Uncertainty exists if an action can lead to several possible outcomes and an essential, but, challenging aspect of R and D management is to identify the likelihood or probability that these outcomes or events will occur. There are two main interpretations of probability. The first is grounded in the estimation of the probability of an event in terms of relative frequency with which the event has occurred in the past and is usually referred to as objective probability. The second views probability as being the extent of an individuals or groups belief in the occurrence of an event a nd is usually termed subjective probability. Subjective probability estimates are often included in the models suggested as useful for project selection in R and D planning. Such probabilities might be derived from past experience with similar research projects plus any special features that make the current effort unique or different and alter the past up or down from this base line. A number of tools have been proposed to help in the process of generating probabilities, though they are by no means perfect. Schroder (1975) draws attention to some of the problems that occur in deriving probabilities of technical success and concludes that subjective probabilities are a rather unreliable predictor of the actual outcome of individual success. He proposes a number of reasons for this which he categorises as either intentional or unintentional (conscious biasing). To decrease the unintentional errors he suggests the following actions: ensure that risk assessors have sufficient exp ertise in their field and a comprehension of subjective probabilities. improve the availability of information and particularly documentation. fully exploit information systems and attempt to utilize incentive systems which reward accuracy and reliability. analyse past performance in assessing probabilities to provide valuable insight into potential improvements. utilise well-tried approaches to help in the subjective probability assessment. It is evident, however, that some confidence levels need to be established and perhaps the most obvious way of achieving this is by the collation over a period of time, of how prior assessments have compared with reality. For this to have genuine value will require a comparison of the assumptions that have been made at each assessment. 3. The use of financial methods for risk analysis Benefit/cost ratios have been popular for some time, since they are simple and are an attempt to understand the potential gain for the effort required. In performing even a simple benefit/cost analysis, it is necessary for the decision-maker to provide quantitative information in order to ascribe a value to a project. When this has been done, the project can be viewed as a relatively simple financial investment and therefore subject to more standard financial investment tools. The danger of this is that it gives no consideration to the fact that technical programmes are often aimed at a wide range of strategic objectives, a point made by Mitchell and Hamilton (1988) who made a separation into: exploratory/fundamental type work which is aimed primarily towards the concept of knowledge building. For this type of work, the business impact of which is often poorly defined and wide ranging and here R and D is often best considered as a necessary cost of business. well understoo d technical programmes usually associated with incremental improvements of existing products which can be clearly defined. Here the R and D can be seen as an investment and treated accordingly. As usual with two extremes, the difficult part is the mid-ground where neither approach is particularly suitable. Authors have attempted to use techniques borrowed from the financial community which often has to deal with uncertainty. Risk analysis is a key area in financial markets and several of the approaches used in financial analysis are also found in the R and D management area; for example, decision trees and Monte Carlo analysis. Decision trees have been discussed in many papers in terms of the principle and method of construction and use. They are relatively old technology in decision analysis terms, but have found wide use in both the literature and also in industry (Magee, 1964; Raiffa, 1968; Thomas, 1972). They can help in: Understanding the basic outline of the projec t path from inception to completion. The construction of the decision tree can help the project evaluator, project team and project reviewers to understand the likely events that that will have to be developed as the project progresses. It can also help to reduce/avoid management surprises in downstream activities. Understanding of probabilities of success along the project path. Once the tree has been constructed a normal process is then to roll back the tree and input probability success factors at event nodes. Developing project gates. Key project milestones can be readily seen such that project review groups can understand critical project phases, develop appropriate gates for the project for the project to pass through or be reconsidered. Facilitating the calculation of revised probabilities of success as the project passes through various development stages. The actual construction of a decision tree can be a time consuming process for each project but it can be re garded as a useful investment in time either by the project evaluator(s), the project team itself or perhaps a project review group. The time spent in consideration of the project is likely to be a worthwhile investment since it aids the above processes, helps in the resource decision and provides a potential communication route for the team, business management and others. In terms of the construction of a decision tree, Phillips (1980) suggests that the decision tree is most usefully used as part of a total decision analysis using a 10 step construction process as shown below: 1. Recognition that a decision problem exists. 2. Structure the decision problem. 3. Describe the consequences. 4. Specify the criteria. 5. Evaluate the consequences for each criterion. 6. Assess weights for the criteria. 7. Determine utilities of consequences. 8. Assess probabilities. 9. Apply expected utility principle. 10. Carry out sensitivity analysis. Being able to layo ut on a single sheet of paper the key elements of a project can prove useful in project selection, project management and even the termination decision. Some examples of potential utility can be seen from Fig. 1. This was generated from consultation with the portfolio manager in the company which we use as a case study later in this paper and a typical macro view of a generic research project for a new molecule. It highlights both the likely path, key decision points and also potential regrets along the way (primarily research expense). Decision trees do have some weaknesses associated with their use including the fact that they are quite difficult to draw on normal PC graphics programs (e.g., FreelanceTM and PowerpointTM ) which may not help the communication process. Also, they are not ideal for parallel events that happen over a period of time. An example of this would be middle stages of the tree developed in the previous diagram where toxicology, capability assessments/en gineering and economics are all events that would normally occur over a similar period of time and would often be run together. However, the thinking process that a decision tree naturally leads a reviewer through supports better project planning by increased understanding of the overall path that a project is likely to progress along. As well as the project approval phase, decision trees may prove even more useful in the project phase since they help in the process of: Ensuring that the project team understands the risks and challenges associated with the project. Provides a useful communication process for both internal team communication and also communication from the team to business and technology management. Helps the team to understand why a project might be nearing a termination decision and may in fact help in the process of reducing the emotion associated with a project termination decision Provides a logical layout for key decision points and project reviews. To some extent this is taken care of in the new project methodology by the stage-gate process. Provides a potential mechanism to enable recalculation of the probability of success, p(t), as any given project progresses along its development path. Potentially aids the easier overlay of time and may in fact be a useful project management tool working in partnership with GANTT charts.

Case Study of Hypertension Essay - 2745 Words

Case Study of Hypertension During my experience in volunteering, I chose a patient for the case study assignment. The subject I chose was identified as GKM. The patient’s chief complaint upon her visit to the clinic was for a follow-up on her hypertension and for more medication for this disease. GKM is a 56-year-old Caucasian female with the date of birth on 12-14-43. Her past medical and surgical history consisted of childhood diseases, heart and cardiovascular problems, and cancer. The childhood diseases she had were chicken pox, mumps, and scarlet fever. Regarding to her heart and cardiovascular problems, she has had high blood pressure, ankle swelling, and dizziness. She had cervical cancer as well, which was removed†¦show more content†¦She had previously visited the clinic for the same illness and the medical practitioner kept her on Diovan HCT, a diuretic. On her current visit, she complained about dizziness and how she was stressed. Her husband had a myocardial infarction 2 weeks prior to her visit and she was concerned about her blood pressure. She also had run out her prescription for Diovan HCT for hypertension, but resumed taking it the day of the exam. She also has gained excessive weight after January 2000 when she was 163 pounds. She has gained 13 pounds since then and currently weighs 176 pounds. She has had norma l cholesterol, high and low-density lipoproteins, and triglycerides on her last visit. Her blood glucose has been normal. Significant Hospital and Clinic Events I. 1987-hysterectomy for cervical cancer II. Jan. 25, 2000- Mammogram abnormality indicated in left breast III. Feb. 4, 2000-Left breast biopsy done as same day surgery IV. Feb. 20, 2000-Indicated as fibrocystic disease breast disease (benign) V. June 20, 2000- Orthopedist concluded a whole body scan needed due to multiple areas of tenderness; exact etiology difficult to identify. VI. July 15, 2000- Indicated osteoarthritis present and degenerative joint disease. VII. Oct. 16, 2000- Triglyceride, blood pressure, and cholesterol abnormally high; intervention to reduce began. Primary hypertension is of unknown etiology. The hemodynamic and pathophysiologic derangements are unlikely to result from a singleShow MoreRelatedHealth Assessment: Case Study of a Teen Client with Juvenile Hypertension1550 Words   |  6 PagesClient with Juvenile Hypertension BIOGRAPHICAL DATA: Date of Visit: Monday, 12/10/2012, 11:30am Name: Franklin G. Salinas Race/Gender Biracial (Hispanic and African-American) / Male Age: 15 DOB: April 2, 1997 Height: 5ft. 6 in. Weight: 73 kg. Address: 3822 Stony Island Avenue Unit #3 Chicago, IL 60618 Phone: (773) 978-1729 Attending Physician: Dr. C. Hines and Dr. N. 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Meaning of the French Expression Le cinq àsept

The informal expression le cinq à   sept refers to what could be considered a very French version of Happy Hour: the two-hour period after work, from 5 to 7 pm, when (some) people meet up with their lovers before going home to their spouses. Translation: an afternoon tryst. The reality of le cinq à   sept was openly acknowledged for perhaps the first time in Franà §oise Sagans 1967 novel La Chamade. Just for fun, I had my husband ask his students (aged 40 and up) about it, and they all said they were very familiar with le cinq à   sept, with one exception. The youngest said she didnt know it, then added a caveat: Mais je viens de me marier, alors qui sait ce qui va se passer dans vingt ans. Incidentally, the French translation of tryst is un rendez-vous galant - further proof that everything sounds better in French. Well almost: for happy hour, the correct translation is heure du cocktail or heure de lapà ©ritif, but instead they usually stick with appy hour. Different in Canada In Quà ©bec, le cinq à   sept has nothing to do with sex. It refers to a group of friends meeting up to have a drink after work, or before an evening outing to a play or some other entertainment. In this sense, le cinq à   sept might be translated by happy hour or, if it doesnt include alcohol, just something generic like afternoon get-together or rendez-vous. Source Sagan, Francoise. La Chamade. French Edition,  Pocket, 1990.

Essay on Beowulf - 1150 Words

nbsp;nbsp;nbsp;nbsp;nbsp;He killed three monsters and then he died. Not a very interesting fate, but it is none the less one that I find myself having to write about regardless of whether or not I want to. Thus it was, the mighty Beowulf of old England that went forth to slay the evils which plagued the lands of his own people as well as those of his neighboring tribes. The second battle was one that was brought about by Beowulf’s willingness to go and help an old friend, and thus he nearly lost his life once more. For those not acquainted with the story of Beowulf, he was said to be the strongest man ever to live, and given this he was fated according to their beliefs to accomplish certain things in his life. Some of these things†¦show more content†¦Beowulf fought Grendal without weapon and delivered a fatal injury with the removal of his arm. Upon this injury Grendal returned to his lair where he would die and be welcomed into the depths of Hell. The accomplishment of this great dead by Beowulf allowed him the reputation of a hero, but this establishment would not become complete until he had beaten the great Grendal’s Mother. Which without going into great detail he did accomplish and was then thanked once more by Hrothgar, and even offered the mighty king’s kingdom. All of this is simply a testament to the alleged fate of Beowulf, personally I like to think that I can control my own life, even though I might have a distinct purpose, I do believe it is my responsibility to determine and then carry out that purpose. nbsp;nbsp;nbsp;nbsp;nbsp;Upon his return home Beowulf is given a hero’s welcome and celebrations run rampant. This is nothing to say the least of what would come later. Through a process of elimination, Beowulf would inherit the thrown of the Geat kingdom. After a ruling of fifty winters he would face what would be his final battle, with a creature whose importance on the epic is unending was given a name only as meager as the â€Å"dragon†. It was this dragon that Beowulf would yield his life too, and it would be the end of Beowulf’s fate in this world. Beowulf’s, Wiglaf, would inherit the thrown after his bravery and courage allowedShow MoreRelatedBeowulf : The Battles Of Beowulf1216 Words   |  5 PagesThe Battles of Beowulf The story of Beowulf is one of a great hero. Beowulf is a very generous person who is always willing to help out when people are in need. Over the course of the story, Beowulf ends up in three major battles: the battle with Grendel, with Grendel’s mother, and with the dragon. All of these battles were different in their style and the way Beowulf approached them was different. Beowulf also had different reasons to participate in each of the battles. 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The Importance Of Mindfulness Mental Health Relationship,...

Research around the construct of mindfulness has exploded in the past few decades. Even though mindfulness is increasingly being incorporated in many modern day psychotherapeutic approaches and daily lives, it is still unclear as to how and why it has its many beneficial effects on a range of physical and psychological health variables. This study was undertaken to explore two possible mediators of the mindfulness-mental health relationship, namely decentering and nonattachment. Because of the nascent stage of this research and previous mixed findings obtained in the area, the authors took a more exploratory approach in investigating this mediation. As hypothesized, mindfulness was significantly related to lower levels of depression, anxiety and stress in a population of college students and adults, consistent with a host of previous research (Baer et al., 2006; Brown Ryan, 2003). Decentering means to take an objective perspective of one’s life, as opposed to a subjective one, and to be able to notice the process and context of thinking and gain psychological distance from one’s thoughts, feelings and emotions. In the present study, higher levels of decentering were linked to lower levels of psychological distress (depression, anxiety, stress), consistent with prior research (Fresco et al., 2007; Hayes-Skelton Graham, 2013; McCracken et al., 2013; Pearson et al., 2014; Sauer Baer, 2010). Nonattachment is the psychological quality of deriving happiness independently of

Financial Planning and Forecasting Official e-mail - Free Solution

Question: Discuss about the Financial Planning and Forecasting for Official e-mail. Answer: a) Before the first meeting the financial planner executives has to fix the time and place of the meeting with the clients via telephone or official e-mail. After fixing the meeting time the executive has to maintain requisite discipline and punctuality and attend the meeting on scheduled time so that improve the perceptions of the clients on the financial planner executive and the company which he/she represent as people like the people who maintain discipline and punctuality. In the first meeting with the clients the financial planning executive has to produce his/her business card and valid identity proof in order to achieve the trust of the client so that the executive can improve his/her trustworthy in front of the client. b) The clients should be instructed to prepare with the information on the their prior investments schemes with proper documentations. Besides this, the investment queries must be prepared from the client side. c) The financial planner has to explain in detail about the financial planning services offered by the Mentor Financial Planning Pty Ltd. Besides this, he/she can produce the itinerary of the company to the clients so that the client can depend on him/her and on the Mentor Financial Planning Pty Ltd. Besides this, some personal inputs may enhance the relationship with clients. d) In order to make effective financial planning, the financial planner has to go through the following: Determination of the current financial position of the client Development of the financial goals Identification of substitute course of action Evaluation of the substitutes Creation and implementation of a plan for financial action Reevaluation and revision of the prepared plan e) The financial planner executive have to produce his/her detail like the detail of the company he/she represent, here as per the case study, the company is: Mentor Financial Planning Pty Ltd ABN 99 109 240 897 AFSL xxxxxx Level 2, Suite 2 349 Collins Street Melbourne Vic 30000 Besides this the executive Business card with the name and ASIC Authorization Representative Number will be produced to the client. Besides this, the executive also provide the information of his financial background such as his qualification for providing such types of services, his experiences, etc will improve the trust of the client on the executive. f) The company is authorized to give advice on financial product as well as arrange the following services: Effective risk management services as well as protection of asset. Economizing and redundancy advice Strategies for wealth creation Guidance for accessing direct share Social security Besides this, the company provides general advice as well as personal advice. g) The executive would tell the client about his academic background along with the experiences in the financial planning field besides this, he/she can share about his/her family and personal experience in order to make good rapport with the clients. h) The company charges the fees on the basis of the time spend for developing the plan for the clients. Alternatively the company may receive payment on the cost of the investment done by the clients as a brokerage. i) The executive has to ask the client on their understand about the fee structure of the company for providing financial advice and if the clients have any queries then it is the responsibility of the financial planner to explain the clients clearly about the fees structure of the company. j) (i) In case of the client do not understand English properly then the financial planner has to take help from a interpreter who will translate both parties languages so that they can understand correctly what they want to say. ii) In this case the financial planner executive should avoid to advice. iii) In this types of situation the financial planner has to use his/her efficiency so that effective advice can be given. iv) Try to balance the financial situation. v) If the clients are disabled then the financial advisor must take extra care of the clients. Vi) The executive has to be sympathize to the cultural background of the clients. vii) The age related need must be given to the client by the financial planner. k) The three steps that your client should take if they have a complaint or dispute prior to contacting the ASIC are as follows:- Step 1- Contact the business with your complaint This step provides on spot solving of problems that are provided by the client. If this step of provides unhappiness regarding the problem solved, and then the client prefers the next step that is the step 2. Step-2- Further taking your complaints This step provides the views regarding the problem solved with thereby launching an email with appropriate heading and title of the problem faced with the contact details. The original copies of the invoices must be provided for solving the problem. If the client does not receive the solution during the reasonable time period or the response accordingly then the client must prefer the process of step 3. Step-3- Contact an external dispute resolution schemes For the resolution of these types of dispute, the EDR schemes must be followed by the client and for these the complaints are heard for free with providing the solutions for the problems mentioned. Personal Details (a) Contact details DETAILS CLIENT 1 CLIENT 2 Mark 1. Title: 2. Given Name: Donna Dennis 3. Preferred Name: Donna Dennis 4. Surname: Barker Barker 5. Date of Birth: 6. Marital Status: Married Married / 1 Home Address: Address: Suburb/Town: State: Postcode: Home Telephone No. Preferred Contact No. /1 (b) Child / dependant details Name: Megan / 1 Relationship: Daughter Date of Birth: Current Age: Financially Dependent: No (c) Financial arrangements involving siblings, parents or others Name: / 1 Relationship: Financial Arrangement Date Commenced: Amount of Money: (d) Relationship history involving financial implications According to the case, there is no previous marriages and history involving financial implications. / 1 (e) Health details Do you Smoke: No / 1 State of Health: Excellent Are you aware of any health issues that may impact your ability to earn an income? (please provide details) No, there is no health issues that will impact my ability to earn an income Work Details (a) Other personal financial arrangements Donna and Dennis earns salary from their jobs and has no other personal financial arrangements / 1 (b) Investment Experience CLIENT 1 CLIENT 2 Mark Donna paid annually an amount of $17,000 into her superannuation fund as the personal contribution. Dennis has superannuation savings of amount $51000 held within PP superannuation fund. / 1 (c) Acting as guarantor No / 1 (d) Employment details CLIENT 1 CLIENT 2 Mark 1. Employment Status: Full Time Employed Full Time Employed 2. Employer Name: Best Marketing Newbolds Pty Ltd / 1 3. Position Title: / 1 4. Primary Duties: 5. Work Address: 6. Work Phone No.: 7. Previous Job 8. Employment Security: Yes Yes / 1 9. Are you contemplating leaving your employer? 10. Do you foresee any substantial change in your income in the next 2-5 years? Yes Yes / 1 Notes: (e) Previous financial history Mark Do you have a previous financial history such as: Bankruptcy; No Refusal of credit: No / 1 f) Estate planning issues CLIENT 1 CLIENT 2 Do you have a current Will? No No Date of Will / Last Reviewed: No / / No / / Power of attorney No No Type / Name of Attorney? Do you have Funeral Plans? No No Do you have any specific intentions regarding your estate distribution? No No g) Retirement planning Retirement Details CLIENT 1 CLIENT 2 Planned Retirement Age: 53 52 Retirement Income required: $90,000 (todays dollar) $45,000 After retirement, do you intend to work again either on a full-time or part-time basis? N0 Yes Expected Income $: $25,000 Till age: 65 What capital expenses will you have in retirement? (Please state expense and value) $40,000 $40,000 Would you like some assets left to your estate? (Please detail) No No Special Needs a) Special Needs Description a deficient in English No, the client does not have any problem regarding the need mentioned. variety of products and services outside authority Yes, the service varies according to the demand made by the client. complex estate planning situations No, simple estate planning situations. unbalanced financial situations No, the client is provided with the simple and the biased financial situation a disability No, the ability is created for the changes needs of different cultural backgrounds No age related needs (i.e. very young or older age groups) Yes, the needs vary dependent on the age group. (b) Other adviser details Accountant Name: Alex Mentor Company: Mentor Financial Planning Pty Ltd, ABN No. 99 109 240 897, AFSL No. xxxxx. Level 2, 349 Collins Street, Melbourne, VIC 3000 Contact Detail: Phone: 1300 306 146 Fax: 03 9614 1807. Client expectations, priorities and objectives Client expectations and requirements Description Reasons for seeking financial advice: o Relatively small amount, o Simple financial strategy, o Limited or preset range of product o Product specific advice and/or service, o Comprehensive financial planning, o Portfolio advice, or o Product specific advice and/or service Explain: The descriptions consist of the advices which the client expects for the financial planning process. It must be executed for the enhancement of the portfolio advices and thereby the comprehensive financial planning with appropriate services can be executed. (b) Client priorities For example, current income needs, retirement income needs, diversification, tax minimisation, capital growth, investment security, wealth creation, eliminate mortgage etc Description The client specially demands to get an appropriate retirement plan so that they can live life freely without any tension. The clients priorities consists of the current income needs with respect to the retirement needs must be fulfilled with the process of tax minimization and appropriate wealth creation. (c) Client objectives i. Short Term (1 to 3 years) The objective is to invest into different saving schemes such as Superannuation Fund ii. Medium Term (4 to 7 years) To manage the funds and assets for future purpose. iii. Long Term (7 year plus) The main objective of the client is to utilize saved money and invest in bonds and shares. (a) Lifestyle Assets Asset Owner Date Acquired Purchase Price Current Value CGT Impact Debt Net Value Mark Principal Residence: Joint 750,000 130,000 620,000 / 2 Contents: 50,000 50,000 Motor Vehicle(s): Caravan, Boat, Trailer: Investment Property: Other: Total 840,000 710,000 Mark (b) Investment Assets Asset Reference Number Owner Date Invested No of Units Purchase Value Current Value Retain Yes/No CGT Impact Debt Net Value Mark / 4 Bank Account Joint 9000 Yes 9000 Term Deposit Joint 12000 12000 Cash management fund Joint 12000 12000 Total 36000 36000 Mark (c) Liabilities Finance Provider Owner Guarantor Date Commenced Repayment Amount Repayment Frequency Interest Rate Balance Mark Home Loan: 130000 / 2 Investment Loan: Personal Loan: Credit Cards: Other: Total (d) Total Gearing (Lending to Valuation Ratio) Total Liabilities _____130000________ / Total Assets __746000___________ = __17.42___________% Income details Income: Investment Income: 504800 53040 Centrelink Income: Pension/Annuity Income Other Income: 30000 10000 Less Income Tax -160440 -1328 Less Medicare Levy -10696 -1260 Add Low Income Tax Offset Total Tax Total Net Income 363664 60452 Marginal Tax Rate 30 21 / 10 (b) Expense details COMBINED Mark Food: / 3 Entertainment: Transport/Vehicle: 40000 Council Rates: Amenities: Rent: Mortgage Repayments: 130000 Other Total Net Expenses 170000 (c) Surplus disposable income COMBINED Mark Annual: 135000 /2 Monthly: 11250 Superannuation and Insurance arrangements (a) Superannuation Company Policy No. Employer/ Personal Owner Eligible Start Date Contribution Rate/ Amount Current Cash Value Mark Best Marketing 220000 / 2 Newbolds Pty Ltd 51000 (b) Insurance within superannuation Do any of the above policies have insurance attached? Yes / 1 Are any of the above policies preserved? No As a tax deduction been claimed for part/all? Yes Are there any exit fees applicable? No (c) Leave payments Type Expected Receipt Date Anticipated Amount / 1 Annual: Long Service: Other: Have you recently received a redundancy package? No If you have recently received a redundancy package, please provide notice of payments. (d) General insurance Insurance Description Policy Number Owner Date Commencement Sum Insured Premium Payable Maturity Date / 1 TPD insurance Generic Needs Current Financial Position/Requirements Marks 1. Assets The asset value shows strong financial position of the client / 1 2. Tax Minimization The tax has to the paid as per the income tax law / 1 3. Income The income of the clients has increased which is good / 1 4. Superannuation The clients are getting returns from the funds / 1 5. Expenses The clients are having high expenses that need to be manage / 1 6. Debt Reduction The liabilities of the client are not so high / 1 7. Investment Planning The investment planning of the clients are appropriate / 1 8. Wealth protection The deposits in banks and saving plans will help to increase funds / 1 9. Estate Planning / 1 10. Business Planning / 1 Risk, fraud and conflict of interest assessment Risk and Fraud indicators Comments Mark 1. Conflict of interest risk Eg. Is this client involved in a financial dispute with another client of the licensee? No, the client is not involved in any financial disputes. / 2 2. Cost/profit risk Eg. Is there a cost or profit risk to the business in providing advice to the client? No there is no profit or cost risk to business in providing advice to the client 3. Credit risk Eg. Has this client ever been declared bankrupt? No, the client never been declared bankrupt 4. Insurance risk Eg. Has this client previously made a claim on insurance that was declined? No, the client does not made a claim on the insurance that was declined 5. Litigation risk Eg. Is the client involved in any legal litigations? No the client is not involved in any legal litigation 6. Opportunity risk Eg. Is there a risk that a better opportunity will present after a decision has been made? Yes, there can be risk if there is a better opportunity for the client. It may affect their financial position 7. Product satisfaction (value) risk Eg. Is there a risk that products recommended will contradict instructions given by the client? Yes, there can be risk, if the product contradict instruction given by the client 8. Regulatory risk Eg. Will the client act all times within legal boundaries? Yes, the client will act all times within the legal boundaries 9. Relationship risk Eg. Has this client entered into a relationship with another financial adviser? No, the client never client entered into a relationship with another financial adviser 10. Reputation risk Eg. Does this person have a media profile and involved in a major litigation case? No the client have no media profile and involved in a major litigation case Identify concerns Description Mark (a) How would you encourage your clients to express and clarify their expectations from the financial planning process? The clients expression provides the information about the responses which determines the positivity or negativity as explained by the advisers regarding financial planning process. / 2 Establish investment needs, preferences and priorities Generic Needs Requirements (e.g. Income and investment needs) Preferences (e.g. retain an emergency fund) Team Rank (1 to 5) 1. Assets Investment needs The asset value shows strong financial position of the client  Adviser 1 2. Tax Minimization Income needs The tax has to the paid as per the income tax law  Adviser 2 3. Income Income needs The income of the clients has increased which is good  Adviser 3 4. Superannuation Investment needs The clients are getting returns from the funds  Adviser `1 5. Expenses Investment needs The clients are having high expenses that need to be manage  Internal 2 6. Debt Reduction Income needs The liabilities of the client are not so high  Internal 4 7. Investment Planning Investment needs The investment planning of the clients are appropriate  Adviser 3 8. Wealth protection Investment needs The deposits in banks and saving plans will help to increase funds  Adviser 2 9. Estate Planning Investment needs  Specialist 2 10. Business Planning Income needs  Specialist 2 Investor Risk Profile 1. If my investment value fluctuated more than 20%, I would find it hard to sleep at night. Score Client 1 Score Client 2 Score Joint Score 1 Strongly Agree 2 Agree 31 33 64 3 Neutral 4 Disagree 5 Strongly Disagree 2. I am willing to accept more risk to possibly achieve higher returns and reach my goals. Score Client 1 Score Client 2 Score Joint Score 1 Strongly Disagree 2 Disagree 40 31 71 3 Neutral 4 Agree 5 Strongly Agree 3. If you had an investment portfolio, how often would you re-arrange it? Score Client 1 Score Client 2 Score Joint Score 1 Any loss of value 24 21 45 2 Less than 3 years 3 3 5 years 4 Whenever my investments go up significantly 5 5 years or more 4. I am willing to experience the ups and downs of the market for the potential of greater returns over the long term. Score Client 1 Score Client 2 Score Joint Score 1 Strongly Disagree 2 Disagree 3 Neutral 16 16 32 4 Agree 5 Strongly Agree 5. Which of the following best describes your attitude to financial risk? Score Client 1 Score Client 2 Score Joint Score 1 A very low risk taker 2 A low risk taker 3 An average risk taker 24 24 48 4 A high risk taker 5 A very high risk taker 6. Which statement best describes your understanding of financial markets and investments? Score Client 1 Score Client 2 Score Joint Score 1 2 I am not very familiar 3 I have had enough experience to understand the importance of diversification 24 24 48 4 I understand that markets may fluctuate and that different market sectors offer different income growth and taxation characteristics 5 I am experienced with all investment sectors and understand the various factors that influence performance. 7. My main concern is security. Keeping my money safe is more important than earning high returns. Score Client 1 Score Client 2 Score Joint Score 1 Strongly Agree 2 Agree 24 24 48 3 Neutral 4 Disagree 5 Strongly Disagree 8. How do you normally feel after you have made a significant financial decision? Score Client 1 Score Client 2 Score Joint Score 1 Very Concerned 2 Concerned 24 24 48 3 A little uneasy 4 Content that Ive made the right decision 5 Optimistic that the decision Ive made will provide substantial benefits 9. Investments that have experienced high volatility have generally compensated investors with higher returns over the long term. If you could invest in a portfolio between 10 and 20 years, which of the following would most suit you? Score Client 1 Score Client 2 Score Joint Score 1 A portfolio that may have a negative return every 15 years but a range between 0.2% and 9.1% pa. 24 24 48 2 A portfolio that may have a negative return every 8 years but a range between 1.1% and 12.01% pa. 0 0 0 3 A portfolio that may have a negative return every 5 years but a range between 2.5% and 15.3% pa. 36 36 72 4 A portfolio that may have a negative return every 5 years but a range between 2.9% and 16.3% pa. 25 25 50 5 A portfolio that may have a negative return every 4 years but a range between -4.2% and 18.9% pa. 25 25 50 Total Score Client 1 Score Client 2 Score Joint Score Mark Add up totals for each question and write the total for each client or for joint as appropriate. 50 50 100 / 2 According to the information below, what is your clients risk profile? 60 60 120 / 2 Dennis and Donna Barker is a middle aged couple and the financial planning is done for them. It is a planning for the next seven year on behalf of the couple as well as this planning help them in retirement settling. Donna is 53 years old whereas Dennis is 52 years old and they are married for 29 years. Donna earns $90,000 P.A. plus an additional superannuation Guarantee Contribution of 9.5%. Moreover, if she sacrifices her salary then she may build more handsome fund at the time of retirement. Besides this, she receives $17,000 for next 7 years. Her superannuation balance is $220,000as well as earns an average of 7%. She has $100,000 in term life. Dennis earns $45,000 P.A. plus an additional superannuation Guarantee Contribution of 9.5%. His superannuation saving is $51,000 and he get 4%. Their home valued $750,000 and they have mortgage loan $130,000 and for the interest they have to pay 7% interest. Their expense around $40,000/Year and they spent $10,000 additionally on holidays. Standard of living assets Asset Owner Value $ Liabilities $ Net asset value $ Home Joint 750,000 130,000 620,000 Cars Joint 40,000 Nil 40,000 Contents Joint 50,000 Nil 50,000 Total Joint 840,000 710,000 Investment asset Asset Owner Value $ Return % Liabilities $ Net asset value $ Bank Account Joint 9,000 4 Nil 9,000 Term Deposit Joint 15,000 4 Nil 15,000 Cash management fund Joint 12,000 5 Nil 12,000 Total Joint 36,000 Nil 36,000 Client Statement and Authorisation We hereby declare that all the information provided in this form is true to the best of our knowledge. We are not aware of any other information other than the information regarding the form provided. We have not disclosed this information to any other else other than the recommended mentor of Financial Planning Representative. We have given permission for the usage of this information for the preparation of our financial plan and henceforth we understand the recommendations regarding the investment based on the solely information with providing investment recommendations. We acknowledge that:- We have received, read and understood the financial services guide before the advisory services are provided. We permit this document to be passed in confidence to any member of Member Financial Planning Pty Ltd. We have provided Limited Financial Information. We have limited objectives which can be advised on to: Appropriate returns must be received during the time period Tax must be reduced for the assets and the liabilities that are produced. We have provided our tax file numbers which must be only held by the Mentor Financial Planning which must be forwarded to the financial institution. Adviser Declaration I declare that: The information provided by the client are appropriate and correct for the record obtained from the clients The clients are provided with a copy of the Financial Services Guides before the advisory information related to services are provided. The clients information must be kept confidential and managed in accordance to the requirements under: Consumer Affair Act Consumer Credit Code Industry Codes of Practices Privacy Act Setting the Standards of Companies Policies and Procedures Alex Mentor Advisers Signature Date Authority to Provide Information Date: DD / MM / YY To Whom It May Concern Please accept this letter as our authority to provide all the necessary information for the documentation of the requisites for the Mentor Financial Planning or their representative __________________. Please accept a photocopy of this letter, as original will remain in file at the office of Mentor Financial Planning. Correspondence should be sent to Level 2, 349 Collins Street Melbourne VIC 3000 This authority should remain in force until withdrawn in writing by me/us. Thank-you. Client 1 Name Donna Signature Client 2 Name Dennis Signature Client 1 D.O.B. ___/___/___ Client 2 D.O.B. ___/___/___ Address Client file checklist Client Name Dennis Barker Donna Barker Date of initial interview 02.09.16 Date Advice presented 16.09.16 Date of first transaction 19.09.16 Actions/Documentation Obtained Completed Date Data Collection Forms Salary information, Sala Yes 02.09.16 Superannuation fund information Yes 02.09.16 Other investment by the clients Yes 02.09.16 Expenses of the clients Yes 02.09.16 Supporting Documentation Salary slip Yes 02.09.16 Certificate of superannuation fund Yes 02.09.16 Other investment document Yes 02.09.16 Bank statement Yes 02.09.16 Certificate of insurances Yes 02.09.16 Certificate from capital management fund Yes 02.09.16 Certificate of the mortgage loan Yes 02.09.16 References Elliott, B. and Elliott, J. (2008).Financial accounting and reporting. Harlow: Financial Times Prentice Hall. Hillier, D. (2010).Corporate finance. London: McGraw-Hill Higher Education. Holton, R. (2012).Global finance. Abingdon, Oxon: Routledge. Spiceland, J., Sepe, J. and Nelson, M. (2011).Intermediate accounting. New York: McGraw-Hill Irwin.

Labor Unions And Nursing Essay Example For Students

Labor Unions And Nursing Essay Labor Unions and NursingK SalcedoThe American Labor movement in the United States has a history dating back to the beginnings of the industrial revolution. Its existence is due to poor working conditions and exploitation during the beginning of that time. Labor unions have had a long history of using their most powerful weapon, strikes, to fight their battles. Even today, with the diminishing numbers of union members, strikes appear in the news sporadically. History of Labor Unions The first strike is thought to be by printers in Philadelphia in 1786 (Maidment, 1997). Working conditions, pay and benefits were so poor, leaders in the southern United States used them to justify slavery. Their contention was that slaves were treated better than the workers were in the North. (Maidment, 1997) Unions attempt to rectify poor working conditions, pay and benefits through collective bargaining. An individual has very little power when negotiating with an employer, however many individuals, collectively have the power to achieve results through bargaining and negotiating. The ultimate bargaining tool that the collective bargaining unit has is the right to strike. Strikes The United States has the most violent and bloodiest labor history of any industrialized country (Foner, Garraty, 1991). In 1850, police killed two New York tailors while attempting to disperse strikers. These were the first of over seven hundred documented caused by strike-related violence. In 1913, National Guardsmen attacked striking Colorado miners known as the Ludlow Massacre. In 1937, police killed Ten Chicago steelworkers during a strike, which came to be known as the Memorial Day Massacre. More commonly, though, strike related deaths are attributed to lessor known confrontations. Strikes in the United States are generally linked to the business cycle. Strikes are more common when unemployment is low with the lowest strike rate being during the Great Depression. The first American strikes in the late 1700s and early 1800s were by shoemakers, printers, and carpenters led by their trade societies and were generally effective because of the limited labor pool skilled in those trades. The strikers simply refused to work until their pay demands were met. The strikes were generally short, peaceful and successful. Successful litigation by employers inhibited the spread of these strikes and the trade societies. After an economic upturn in the 1820s, strike activity was revived. Throughout the 1800s, strike activity continued to wax and wane based on economic conditions. Women participated in strikes as early as the 1820s. After the Civil War, the labor movement started to more closely resemble todays labor movement. In order to discourage strikes, instead of unilaterally setting wages and striking, unions started negotiating with employers, addressing wages, work rules, hours and grievances. This method of arbitration led to binding contracts between the collective bargaining units and the employers. The Knights of Labor, the most important labor organization of the 1800s, discouraged strikes. Mediation Union leaders, particularly those in the craft unions affiliated with the American Federation of Labor (AFL), continued to question the efficacy of strikes in the early 1900s. Instead of strikes, the craft unions turned to private mediation groups to help settle disputes. In mediation, the third party assists the negotiators in their discussions and also suggests settlement proposals. (Mathis, Jackson, 2000) An expansion of the union movement was created by four years of depression in the 1930s. The violent strikes by autoworkers, truckers, longshoremen and textile workers in 1934 sparked the passage of the National Labor Relations Act of 1935 (NLRA). The NLRA is the law governing relations between unions and employers in the private sector. .u42d5360a58cc01669d0cc6082472dbc9 , .u42d5360a58cc01669d0cc6082472dbc9 .postImageUrl , .u42d5360a58cc01669d0cc6082472dbc9 .centered-text-area { min-height: 80px; position: relative; } .u42d5360a58cc01669d0cc6082472dbc9 , .u42d5360a58cc01669d0cc6082472dbc9:hover , .u42d5360a58cc01669d0cc6082472dbc9:visited , .u42d5360a58cc01669d0cc6082472dbc9:active { border:0!important; } .u42d5360a58cc01669d0cc6082472dbc9 .clearfix:after { content: ""; display: table; clear: both; } .u42d5360a58cc01669d0cc6082472dbc9 { display: block; transition: background-color 250ms; webkit-transition: background-color 250ms; width: 100%; opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #95A5A6; } .u42d5360a58cc01669d0cc6082472dbc9:active , .u42d5360a58cc01669d0cc6082472dbc9:hover { opacity: 1; transition: opacity 250ms; webkit-transition: opacity 250ms; background-color: #2C3E50; } .u42d5360a58cc01669d0cc6082472dbc9 .centered-text-area { width: 100%; position: relative ; } .u42d5360a58cc01669d0cc6082472dbc9 .ctaText { border-bottom: 0 solid #fff; color: #2980B9; font-size: 16px; font-weight: bold; margin: 0; padding: 0; text-decoration: underline; } .u42d5360a58cc01669d0cc6082472dbc9 .postTitle { color: #FFFFFF; font-size: 16px; font-weight: 600; margin: 0; padding: 0; width: 100%; } .u42d5360a58cc01669d0cc6082472dbc9 .ctaButton { background-color: #7F8C8D!important; color: #2980B9; border: none; border-radius: 3px; box-shadow: none; font-size: 14px; font-weight: bold; line-height: 26px; moz-border-radius: 3px; text-align: center; text-decoration: none; text-shadow: none; width: 80px; min-height: 80px; background: url(https://artscolumbia.org/wp-content/plugins/intelly-related-posts/assets/images/simple-arrow.png)no-repeat; position: absolute; right: 0; top: 0; } .u42d5360a58cc01669d0cc6082472dbc9:hover .ctaButton { background-color: #34495E!important; } .u42d5360a58cc01669d0cc6082472dbc9 .centered-text { display: table; height: 80px; padding-left : 18px; top: 0; } .u42d5360a58cc01669d0cc6082472dbc9 .u42d5360a58cc01669d0cc6082472dbc9-content { display: table-cell; margin: 0; padding: 0; padding-right: 108px; position: relative; vertical-align: middle; width: 100%; } .u42d5360a58cc01669d0cc6082472dbc9:after { content: ""; display: block; clear: both; } READ: The German Shepherd Dog Essay It guarantees the right of employees to organize and to bargain collectively with employers. The National Labor Relations Board (NLRB) is an independent federal agency created by Congress, which administers the NLRA. Under the direction of the NLRB, strikes continued in the 1940s (after WWII) and while some were very long, most were peaceful. The NLRB saw to it that employers who were legally obligated to bargain with unions, did so. In addition, strikers were given legal protection. In the 1950s the number of strikes dropped sharply, as the relationships between unions and employers became more predictable. The 1960s saw a rise in public employee strikes (teachers,