Biography of Nikola Tesla Why He Is So Importance to...

There was once a man. He was relatively misunderstood by almost everyone he ever came in contact with. People thought him to be insane and overly hungry for knowledge of the future. He did have a thirst for knowledge involving electricity, physics, and other related sciences, but all of the information he learned helped in the creation of multiple scientific inventions that changed the world. Without Nikola Tesla the world would not be quite as technologically advanced as it is today. Nikola Tesla was born on July 10, 1856 in the European country of Croatia to Mulutin and Djuka Tesla. His father, Mulutin, was a Serbian Orthodox Priest. His mother, Djuka, was an inventor of various household appliances. Growing up under the influence of his†¦show more content†¦It was located on the land mass in the middle of Niagara Falls called Goat Island. The only remaining power plant house, Adams Station, which once housed ten 5,000 horsepower generators, has since became a national landmark and a museum. Teslas induction motor is described by the Franklin Institute. In the two-phase motor, two sets of coils are set perpendicular to each other surrounding the core. When alternating current is sent to the coils, they become electromagnets where polarity rapidly changes with each reversal of current flow. As the first coils are supplied with current, they create a magnetic field which starts the core turning. When the first coils current supply reverses, the second coil set is at its maximum supply point and creates its own magnetic field; the core spins on. In effect the magnetization amount never varies and a rotating magnetic field is created. The result is a smooth-running, cummutator-free motor with the rotor as its only moving part (The Franklin Institute). If done properly, the rotating magnetic field will rotate the permanent magnet. This leads to the conductive disk inducing a voltage and a current flow. Tesla was also sincerely involved in studying electrical currents. Thomas Edison had invented direct current (DC). Direct current is an electrical flow with only one direction, and everything is connected. Anything that uses a battery like flashlights and remote controls for televisions is considered directShow MoreRelatedSwami Vivekananda14669 Words   |  59 Pagesone of the most famous and influential spiritual leaders of the Hindu religion. He was the chief disciple of Ramakrishna Paramahamsa and was the founder of Ramakrishna Math and Ramakrishna Mission. He is considered by many as an icon for his fearless courage, his positive exhortations to the youth, his broad outlook to social problems, and countless lectures and discourses on Vedanta philosophy. Contents | 1 Biography of Swami Vivekananda | 1.1 Birth and Early life | | 1.2 With Ramakrishna

Compensation Policy Built Construction Company

Question: Discuss about the Compensation Policy for Built Construction Company. Answer: Introduction In this paper, a brief discussion is to be done on the compensation policy of a famous company named the Strong Built Construction Company. There are issues regarding the compensation policies of the executives of the company. For resolving this issue, a number of factors are required to be considered for the success of the enterprise. As an assistant to the Chief financial officer of the company, a report is to be prepared for addressing these issues. Second part of this report contains analysis of two case studies or research papers. Under both research papers more emphasis is put on audit expectation gap that has been faced by users of financial statements. Analysis of both research papers includes analysis of response rate, sampling method, analysis method and identification of flaws in research papers. Part I Required: a) Typical elements of compensation packages As an assistant to the Chief Financial officer of the Strong Built Construction Company, an approach to the executives compensation is developed. The typical components of the executives compensation packages are identified as follows: Basic pay or salary The executives are paid the basic salary predetermined as per the terms and policies of the company. It is considered to be the largest part of the total package which is to be paid on an annual basis. Other benefits such as perquisites are calculated on the basic pay and accordingly it is considered to be the main part of the executives compensation package. Short term benefits or bonus The executives are also paid other short term benefits in the form of bonuses etc to appreciate their work and dedication and consequently motivating them to work more efficiently for the welfare of the company (Zou et. al., 2015). Long term benefits The executives or employees are also given long term benefits in the form of equity or other organisational value which boosts their morale and their efforts are focused on minimising the employees turnover, which would be very beneficial for the success of the company (Graham et. al., 2012). Other employee benefits - Other employee benefits such as medical reimbursements, insurance policies, employee stock options plans, vacations on paid basis, etc also constitute a major motivational factor for the labours as well as the highly skilled professionals of the Strong Built Construction Company. Perquisites Employees are provided other benefits such as mobile bill reimbursement, mobile set, conveyance facility, accommodation facility, medical facility etc, which is also treated as a part of compensation package. b) Outline the key assumptions of traditional agency theory and their influence on approaches to compensation. The traditional agency is highly influenced by the narcissist acts of the executives. The agency theory represents the relationship between the executives of the Strong Built Construction Company and its other stakeholders. As per this theory, following assumptions are done: The executives and other stakeholders are equally responsible for mitigating the risk factors and minimising their effects on the success of the business. Executives are assumed to be narcissist and they formulate their compensation policies keeping in mind their personal benefits (Kumar Zattoni, 2016). Every person has different calibre and responsibilities. Everyone has a different way of performing his duties. The compensation of the executives and other agents should be decided in an unbiased manner. An approach for setting compensation policy is also influenced by the traditional agency theory. All the executives are assumed to be paid on an equal basis, as their designation and responsibility is same. But it is not accepted by all the executives, as they are liable to perform different tasks and they should be paid according to their performance (O'Reilly, et. al., 2014). Agency theory doesnt promote this fact. Hence, most of the companies do not follow the traditional agency approach for taking decisions about the compensation of the executives and agents. C) Explain the difference between extrinsic and intrinsic motivation and the relationship between the two motivations. The executives and other stakeholders of the company should be motivated to work more efficiently to gain more benefits. They would be motivated in two manners: Extrinsic and Intrinsic motivation. Intrinsic motivation Sometimes the job of the executives itself consists of the motivational factor, which motivates them to achieve the predetermined goals of the business. The employees can be self motivated by setting an approach to maintain the value of the activity done for the success of the Strong Built Construction Company. Development of interest in the work also helps in increasing the motivational level of the employees (Taylor and Westover, 2011). When the employees feel satisfied with their job and rewards, it can prove to be a good intrinsic motivational factor. Extrinsic motivation The consequences of the executives performance help in developing extrinsic motivation for them. Like the payment of the employees or executives compensation at the right time is also a motivational factor for them (Vanthournout et al., 2015). Right amount of money or reward also motivates them to work more for gaining overtime allowance and thereby increases the productivity of the business of the Strong Built Construction Company (Nron, 2015). The challenging factors in the external competitive environment also motivate the employees for earning competitive advantage. There is a relationship between the extrinsic and intrinsic motivation in the manner that both lay a positive impact on the overall personality development of the employees and executives. When an employee is motivated by intrinsic factors, he will also be definitely inspired by the extrinsic motivational factors. These play a crucial role in the success of the enterprise (Zou et. al., 2015). (d) How might an employees attitude to risk influence their desired compensation package? The compensation package of the Strong Built Construction Company is also influenced by the employees response to the risks evolved during conducting the business activities. Normal or abnormal risks arise in the business and the employees are expected to response to them with a problem solving attitude (Bolton et. al., 2015). When the employees attitude to the business risks is negative, they will not be able to develop a sense of responsibility towards the organisation and consequently it will adversely affect their compensation package. The Strong Built Construction Company can also initiate programs in which proper training is given to the employees on the subject, how to deal with the risks and mitigate them (Fowler, 2015). The collaborative efforts of the employees can face any challenge and the company will achieve its targets more easily. The company should reward the employees on their responses to the risks raised in the business in the terms of money, which would in turn help in increasing their morale and dedication for the company (Dye Sridhar, 2016). (e) How might the time period when employee receives a financial benefit influence they desire for the benefit? The employees work for the Strong Built Construction Company very efficiently and in return, they expect their financial benefits. Sometimes the company make delays in the payment of financial benefits, which irritates the employees and their performances in the future (Gopalan et. al., 2014). This may create a hurdle in the growth of the business of the company. So, it is suggested as an assistant that the Strong Built Construction Company should pay the financial benefits to the authorised employees within reasonable time period. (f) What role do fairness considerations have when determining compensation? As per the equality policy, there must be fairness in determining the considerations of the executives and employees of the Strong Built Construction Company. When there will be fairness in the compensations of both, the employees will feel a sense of responsibility and their hard work will pay off in the form of greater profits to the company (Boyd, et. al., 2012). Therefore, the Strong Built Construction Company should place a cap on the compensation of the executives. This fact should be considered while forming the policies and procedures for the compensation packages of all the authorised members of the company (Ghosh, 2016). The equality policy helps in the maintenance of a friendly atmosphere in the organisation, which helps in the success of the business. (g) The benefits that might be expected from using an executive compensation committee The Strong Built Construction Company is facing the compensation issues of the executives. Therefore, constitution of an executive compensation committee would be a better option for resolving these conflicts. A friendly environment is expected with the help of the committee, as every member will have the equal rights to express their opinions on the subject matter. The executives will not be able to impose their narcissist activities on the employees of the company for their personal gains (Rhee, 2016). It is expected from the committee not to provide excessive compensation to the executives. They should be provided financial benefits according to their performances during the year. It is also expected that all the employees and executives will feel independent to perform their jobs (Dittmann, et. al., 2013). The committee is also expected to abide by all the regulatory laws and norms. (h) How to structure an executive compensation committee to achieve reasonable but not excessive compensation, while still retaining executives The executive compensation committee should be structured after considering the following steps: First of all, the regulations of forming the executive compensation committee should be taken into account to avoid any consequences. A list of the potential members for the committee is required to be prepared. Their qualifications and experience should also be counted for this purpose (Kuo and Yu, 2015). The responsibilities and duties need to be elaborated to all the members of the compensation committee. Possible alterations should also be discussed in advance (Kastiel, 2015). The issues which might arise should be discussed properly and an approach to solve them should also be developed. Decisions about the meetings of the committee and their compensation should also be taken. A provision of hiring a compensation consultant at the time of need should also be introduced (Lee, 2014). While taking all such decisions, it should be kept in mind that the executives interest should not be harmed. They may not be provided excessive compensation, but they should be provided adequate consideration as per their performance. Part II (i) a. What is the aim of the research paper/project? This research paper aims on testing the effectiveness of explanations that has been recently made in revised International Standard on Auditing 700. This revision has been based on expectation of users of financial statements and how it is made to understand the audit procedure. Now question arise, whether such changes will overcome limitation of current standard in real scene or not. In current standard, there is hug expectation gap in terms of auditors responsibility. Therefore following are main aim or purpose of this research paper: To identify current expectation gap in the International Standard on Auditing 700 i.e. auditors report To analyse the inclusion and exclusion of added explanation to International Standard on Auditing 700 will result in reduction of expectation gap. b. Draw a table to illustrate the 2 x 3 design (p. 292) showing the six groups and the different information that each group received. Complete unqualified ISA 700 auditors report Auditors Financial Analysts Students unqualified opinion-only version - Financial Analysts - c. What was the purpose of the manipulation checks? In the current case study, manipulation check activity has been conducted. Under this activity, all the participants provided description of fictitious company along with financial information i.e. financial statement of such fictitious company. All other relevant information related to fictitious company has been provided to participants. Then participants are provided with auditors report (complete auditor report without implementing added explanation) i.e. opinion only report. Then complete auditors report was provided to participants (with full implementation of explanations of ISA 700). Then participants were asked to comment on both the report (Gold, 2012). Therefore purpose of manipulation check is to identify or take opinion of participants of manipulation regarding inclusion of explanation to auditors report under ISA 700. (ii) a. Okafo and Otalor (2013) has the aim of making people or analyzing people that auditing is not a certificate job or process that certifies financial information of the company. Lack of knowledge among users of auditor report or public is the reason for increased expectation from auditor. Aim of this study is to analyze people to be more educated in terms of auditors duties and responsibilities of auditors. Agyei, Aye and Owusu-Yeboah (2013) study has the aim of assessing expectation gap in terms of audit in Ghana is the main aim of this study. This study focuses on the difference between two fraud detection by auditor and verification of financial statements by auditor. This different expectation has created huge gap and this study is focused on such expectation gap (Agyei et al., 2013). attempts to measure the audit expectation gap Okafo and Otalor (2013) This study tries to measure audit expectation gap by involving or putting emphasis on education and awareness level of people regarding duties and responsibilities of auditor. Agyei, Aye and Owusu-Yeboah (2013) This study tries to measure auditor expectation gap by analysing and integrating opinion of users of financial statements and auditors together. c. Each study measures audit expectation gap by applying different technique. Following is the technique that each study has used: Okafo and Otalor (2013) - Under this study, researcher has collected data using questionnaire (self administering) using simple random sampling technique. Sample of teachers and students were taken and questionnaire has been provided to sample population (Okafor, 2013). Agyei, Aye and Owusu-Yeboah (2013) Under this study, researcher also collected data with the help of questionnaire and population of sample is of users of financial statements in Ghana. Purposive sampling techniques has been used i.e. representation for each group has been established. Convenient sampling technique has been used to select respondent of the questionnaire. From the above, it can be analysed that Agyei, Aye and Owusu-Yeboah (2013) approach is more rigorous as their sample is users of financial statements and not random teachers or students. d. Response rate Okafo and Otalor (2013) 598 / 891 * 100 = 67.12 % of respondents This is adequate response rate in order to form an opinion (Burke and Hodgins, 2015). Agyei, Aye and Owusu-Yeboah (2013) Auditors = 20 / 50 * 100 = 40 % Stock Broker = 15 / 50 * 100 = 30 % This is not an adequate response rate in order to form an opinion. (Baruch and Holtom, 2008) e. Analysing data and who is more rigorous Okafo and Otalor (2013) Data that has been collected from the response and processed or information is generated using computer or SPSS software. Coefficient, z-statistics and t-ratio has been used to analyze results. This study uses capabilities of hypothesis analysis so as to achieve more accurate results (Son, et al, 2012). Agyei, Aye and Owusu-Yeboah (2013) For analysing the result of i.e. audit expectation gap, Likert scale has been used. Under Likert scale response will be analysed in the basis of single base. Here collected data is analysed with the help of SPSS. Okafo and Otalor (2013) study is more rigorous as compared to Agyei, Aye and Owusu-Yeboah (2013) because in this study they have used computerised software which is way more relevant as compared to Likert scale. Likert scale shows balanced results i.e. at middle of the results. f. Briefly outline two other significant flaws that you have noticed in the studies Okafo and Otalor (2013) This case is limited its scope in terms of education and awareness of users of financial statements but does not cover liabilities of auditors. More thrust of auditors responsibility towards society and business organization shall be put so as to make study more meaningful. Agyei, Aye and Owusu-Yeboah (2013) This study or research is limited to Ghana only which has limited the scope of its use. Another flaw is of sample i.e. only auditors and stock brokers have been selected. Other users of financial statements were kept out of preview of research. Conclusion From the above report, it can be concluded that the Strong Built Construction Company should form an executive compensation committee for creating a fair environment in the organisation where there would be no biasness towards the executives and a reasonable amount of compensation will be paid to both the executives and employees of the company. In terms of part II it can be concluded that both research papers has put effort in analysing audit expectation of different users of financial statements. Under both the research papers, sampling method, respondent population and data analysis plays important role. References Agyei, A, Aye, BK Owusu-Yeboah, E 2013, 'An assessment of audit expectation gap in Ghana', J. Acad. Res. Account., Financ. Manage. Sci, vol. 3, no. 4, pp. 112-8. Baruch, Y. Holtom, B.C. 2008, "Survey response rate levels and trends in organizational research", Human Relations, 61, no. 8, pp. 1139-1160. Bolton, P., Mehran, H. Shapiro, J. 2015, "Executive Compensation and Risk Taking", Review of Finance, 19, no. 6, pp. 2139-2181. Boyd, B.K., Franco Santos, M. Shen, W. 2012, "International Developments in Executive Compensation", Corporate Governance: An International Review, 20, no. 6, pp. 511-518. Burke, M. Hodgins, M. 2015, "Is 'Dear colleague' enough? Improving response rates in surveys of healthcare professionals", Nurse researcher, 23, no. 1, pp. 8. Dittmann, I., Maug, E. Spalt, O.G. 2013, "Indexing executive compensation contracts", The Review of Financial Studies, 26, no. 12, pp. 3182-3224. Dye, R.A. Sridhar, S.S. 2016, "Hedging Executive Compensation Risk through Investment Banks", The Accounting Review, 91, no. 4, pp. 1109-1138. Fowler, S. 2015, "Motivation done right: motivation science provides alternatives to outdated approaches to workplace motivation", TD Magazine, 69, no. 12, pp. 76. Ghosh, S. 2016, "Partial privatization, lending relationships and executive compensation", South Asian Journal of Global Business Research, 5, no. 1, pp. 125-153. Gold, A, Gronewold, U Pott, C 2012, 'The ISA 700 auditor's report and the audit expectation gap Do explanations matter?', International Journal of Auditing, vol. 16, no. 3, pp. 286-307. Gopalan, R., Milbourn, T., Song, F. Thakor, A.V. 2014, "Duration of Executive Compensation: Duration of Executive Compensation", The Journal of Finance, 69, no. 6, pp. 2777-2817. Graham, J.R., Li, S. Qiu, J. 2012, "Managerial Attributes and Executive Compensation", The Review of Financial Studies, 25, no. 1, pp. 144-186. Kastiel, K. 2015, "Executive compensation in controlled companies", Indiana Law Journal, 90, no. 3, pp. 1131. Kumar, P. Zattoni, A. 2016, "Executive Compensation, Board Functioning, and Corporate Governance", Corporate Governance: An International Review, 24, no. 1, pp. 2-4. Kuo, C. Yu, S. 2014, "Remuneration Committee, Board Independence and Top Executive Compensation", Journal of Risk and Financial Management, 7, no. 2, pp. 28-44. Lee, K. 2014, "Compensation committee and executive compensation in Asia", International Journal of Business, 19, no. 3, pp. 213. Nron, P. 2015, "Egalitarianism and Executive Compensation: A Relational Argument", Journal of Business Ethics, 132, no. 1, pp. 171-184. Okafor, CA Otalor, JI 2013, 'Narrowing the Expectation Gap in Auditing: The Role of the Auditing Profession', Research Journal of Finance and Accounting, vol. 4, no. 2, pp. 43-52. O'Reilly, C.A., Doerr, B., Caldwell, D.F. Chatman, J.A. 2014, "Narcissistic CEOs and executive compensation", The Leadership Quarterly, 25, no. 2, pp. 218. Rhee, R.J. 2016, "Intrafirm monitoring of executive compensation", Vanderbilt Law Review, 69, no. 3, pp. 695. Son, H., Friedmann, E. Thomas, S.A. 2012, "Application of Pattern Mixture Models to Address Missing Data in Longitudinal Data Analysis Using SPSS", Nursing Research, 61, no. 3, pp. 195-203. Taylor, J. Westover, J.H. 2011, "Job Satisfaction in The Public Service: The effects of public service motivation, workplace attributes and work relations", Public Management Review, 13, no. 5, pp. 731-751. Vanthournout, G., Noyens, D., Gijbels, D. Van den Bossche, P. 2014, "The Relationship between Workplace Climate, Motivation and Learning Approaches for Knowledge Workers", Vocations and Learning, 7, no. 2, pp. 191-214. Zou, H.L., Zeng, S.X., Lin, H. Xie, X.M. 2015, "Top executives compensation, industrial competition, and corporate environmental performance: Evidence from China", Management Decision, 53, no. 9, pp. 2036-2059

Being John Malkovich essays

Being John Malkovich essays The initial goal of many films is to establish a believable world that mirrors our own society. This is to give a legitimacy to the film, to allow the viewer to think about how similar the people on the screens lives are to their own. Some fantasy films, in contrast, tug at the viewers imaginations in order to transport them to a fairytale world a long ways away where a magical story takes place. Rarely is a picture set in a world comparable and mistakable to our own, yet strange and quirky. One such film that challenges viewers glimpses into reality is Being John Malkovich, directed by Spike Jonze. The awkward world of the film is vital because it sets the stage for future peculiar events that must be accepted for the film to make its thematic statement. The film opens in what appears to be a normal city setting. The main character, Craig Schwartz (played by John Cusack) is a down-and-out puppeteer waiting for his big break. His wife, Lotte (Cameron Diaz), works in a pet store and likes to take her work home with her in the form of numerous animal companions populating the Schwartz household. Other than the fact that Cameron Diaz looks strange with her brown frilly hair, a rational world is established. They are a typical young married couple, struggling to make ends meet, experiencing sexual tension as Lotte wants to have a baby but Craig does not seem to be very interested, and living in a fairly old and run-down dwelling. All in all the film creates a fairly normal and believable atmosphere. Suddenly, strange ideas and events take place which, in the world of the film, are generally accepted without a second thought. Craig applies for a job at Lestercorp, a company that lies on the seven and a half floor of an office building. As a result, the ceilings are unusually low. During his "orientation" he is shown a film explaining in a ludicrous way why the floor was built the way it was. It is importa...

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The Concept of Globalisation and its Effect on International Businesse Assignment - 1

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Chiquita Bananas Essay Example for Free

Chiquita Bananas Essay Chiquita is blamed for the actions of two terrorist organizations that extorted money from the company. Victims and their families of the attacks performed by these two terrorist organizations are looking for compensation from Chiquita, claiming that the company is responsible for making those attacks happen. Chiquita has to make a decision whether or not to take the responsibility for the actions performed by the two organizations. Key Facts/Background FARC and AUC (two Colombian organizations currently designated by the U. S. as terrorist organizations) purportedly threatened Chiquita’s executives to hurt employees in the Colombian plant if the company failed to provide the payments for their â€Å"protection. † Chiquita continued to do so until two years after the U. S. designated AUC as a terrorist organization. The U. S. government fined Chiquita for giving â€Å"protection money† to FARC and AUC. Now the victims and families of FARC and AUC are coming forward to claim compensation for damages they incurred due to actions that were financed in part by the money provided by Chiquita. If the law that permits victims and their families to sue providers of support to the terrorist organizations passes, Chiquita may face multiple lawsuits for providing this support to FARC and AUC, which may amount to millions of dollars. The law is not yet in place but the problem that Chiquita is facing is already here. Stakeholder Analysis Based on the case one of the main stakeholders is Chiquita. Giving money to FARC and AUC in the first place was not only illegal (after 2001) but also not aligned with, what could be perceived as company’s dedication to protect its employees—giving money may have (and actually did) encourage the AUC to continue to threaten Chiquita just like FARC did. The company did not show that they are constant and coherent in their vision of corporate and social responsibility. They did not care about the communities they operated in as much as they cared about their own well being. The issue is that the payments were already made and the company admitted to it, which ended with a plea agreement with the U. S. government. Now, the challenge is whether or not to admit that Chiquita is responsible for actions of FARC and AUC because â€Å"extortion† money has been paid. This may result in either lawsuits or settlements for all the damage incurred by the two terrorist organizations, which in turn will result in definite lowering of the bottom line and losing credibility. At the same time (just like with the Tylenol case) if Chiquita acknowledges by itself the wrongdoing, it may recover its image of socially responsible company and show that it is aligned with their beliefs of protecting people (just as they protected their employees, they should protect all the people who are affected by their actions). If Chiquita will wait until law is passed and then fight over the responsibility, it will be costly, but also the company will loose all the credibility they built with the customers and shareholders over the decades. The U. S. judicial system is another main stakeholder. If the law is passed, the courts in U. S. will be tasked with making a decision of whether Chiquita is indeed liable for, what the company was believing to be, paying the extortion and â€Å"protection† money to safeguard their employees against harm from FARC or AUC. Here the court may be in a dilemma, since the illegal activity that Chiquita engaged itself in was believed to be because it was trying to protect lives of their employees. Now, with one more law in place—to compensate those who suffered from FARC and AUC—the dilemma will boil down to determining if what Chiquita believed to be the reasoning behind these payments, was indeed it. If yes, could we punish Chiquita for trying to protect their employees? The other main stakeholders are the victims (and their families) of FARC and AUC’s actions. They are trying to bring to justice people who are responsible for their suffering. Now, the challenge is that they are trying to bring to justice a company that was not directly but rather indirectly harming them. The reasoning behind this is the belief that the money Chiquita paid was indeed used in hurting those people. The victims and their families have right to demand justice. The question remains, of who actually should be brought to justice. Options Analysis Based on the current situation (company already admitted to paying the money, internal documents that the money did provide benefits exceeding the protecting of the employees were unveiled, threat of lawsuits), Chiquita has couple limited options, which are based on justice and duty. First option is to come out now and take the responsibility for the actions of FARC and AUC. The law may not be in place yet, but this decision may show that Chiquita is standing by its promise to protect people affected by its actions. This option definitely addresses the claims of victims and their families—they will get the compensation they are seeking. Chiquita will face multiple lawsuits and will be harmed financially, which affects shareholders of the company. In this case the reasoning behind the payments is brought in place—whether it was for corporate gain or protection of employees. Another option would be to refuse paying compensation to victims of FARC and AUC based on the fact that Chiquita did nothing directly to harm them. Moreover, they were protecting people by paying the terrorist. If the law holding the company responsible for these actions is not in place, the company and the U. S. justice system are â€Å"off the hook† and the victims and families can’t seek to have their claims fulfilled. If the law holding the company responsible is in place, then Chiquita is going to be brought to justice and both the justice system and the victims will have their legal claims fulfilled. Recommendation It comes down to determining whether the company benefitted in other ways than protecting their employees from paying for the â€Å"protection† from FARC and AUC. From the information provided in the internal documents it seems like it did. Even without the internal documents, Chiquita did benefit financially from being present for all those years in Colombia (Chiquita in Colombia Case, p. 4: according to AUGURA, â€Å"productivity on Latin and Central American plantations were three times greater than in the Caribbean, and costs to import were 50% lower†). The company had the direct benefit in paying the FARC and AUC for their â€Å"protection. † Doing business in Colombia was lucrative and giving it up was (at that time) more damaging than paying terrorist. That’s why my recommendation to Chiquita is to come forward and admit to their wrongdoing and pay the claimants for their damages. It will be hard to run a company with such past, but this lesson will (hopefully) help avoid such issues in the future (not only for Chiquita but also other companies who are doing business internationally in unstable political and security environments). Action Let’s say someone is threatening to kill me unless I give him or her my car. I know he or she may kill someone else with it—I wouldn’t give it up even if I paid with my own life for it. If my family is threatened—I give it up, since I am responsible for more people. If the situation repeats over many years and every month I give up the car to protect myself and my family, more and more people are being killed. Do I admit to what that someone does? Am I responsible for this? I would want to think that not. But if there is a case of repeat actions like this, I would have to take that responsibility. And that’s why Chiquita should act on their core social responsibility values they preach. Synopsis By giving money to FARC and AUC, Chiquita approved of the actions of the two organizations. The solution is to now take the responsibility for these actions.