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Toshiba Essays and Research Papers

Instructions for Toshiba College Essay Examples

Essay Instructions: A) Identify the stakeholder of your chosen organization (Toshiba) and explain why you need to have personal networking with people linked to your organisation ( 250- 300)
B) Prepare a plan as to show how the problem of high labour turnover can be resolved. In your plan you must mention following points.

1. Who would you approach and what mode of communication would you require? (Must at least mention five different group of people) 250- 300
2. What type of information would you be able to obtain from people you have chosen in point 1? (200-300)
3. How would you evaluate the information you have acquired and by what means you would provide above plan to payroll manager? (100- 200)

Part 2
a) Please choose an organisation which is formally a food chain and provide very brief description. ( your description should not exceed 50 words and organisation must be different from the Part 1 chosen organisation)
b) Explain how the communication process works in your chosen organisation. (For example stock, payroll, and banking). Find out any shortcomings of the process. You must explain how Management Information System and Transaction processing system works in your chosen organisation. (400- 500).
c) Provide an improvement plan for the communication and knowledge managing process for the shortcomings identified in part b. ( 400-450 words)
Students are strongly advised to mention the theoretical models for knowledge and communication process in their answer. (BA- TIME AND SPACE: Originating, dialoguing, exercising and implementing)

Excerpt From Essay:

Title: Management Interview of Manger of firm earning at least 10 million in annual revenue

Total Pages: 2 Words: 603 Works Cited: 0 Citation Style: MLA Document Type: Research Paper

Essay Instructions: I''ve already done the interview, it is 8 pages long and it included below. I only need a 2 page conclusion to equal 10 pages in total and the teacher''s task for the cinclusion is also included below, above my paper.
q) Summarize YOUR interview content and what YOU learned about the way in which the organization will be affected by this upcoming decade.
The person I chose to speak with is Jonathan Nus, a Certified Public Accountant that works for Deloitte & Touche, one of the Big Five Accounting Firms, where he manages two of the firm''s leading engagements in the Japanese Services Group. Deloitte and Touche, is a professional service firm, which provides assurance and advisory, tax, and management consulting services. They consist of about 36,000 people in more than 100 U.S. cities, and more than 90,000 people in over 130 countries. In addition, Deloitte & Touche has been recognized as one of the ?100 Best Companies to Work For? in America by Fortune? magazine for four consecutive years.
Jonathan, who is currently 26 years old, immigrated to the United States from the former Soviet Union, when he was only five years old. After graduating Brooklyn College summa cum laude, he accepted his offer from Deloitte and Touche. Being that Deloitte and Touche is a very competitive firm, he was the only one from his graduating class to receive an offer from them, or from any of the other ?Big 5? accounting firms. He has been with Deloitte and Touche for the last four and a half years.
Here is a list of some of the Mr. Nus?s credentials:
? Passed CPA exam from the first time

? Recipient of Deloitte & Touche Service Award

? Managed two global "Office of the Chairman" engagements: Sumitomo Corporation of
America and Toshiba America, Inc., involving up to 6 staff members of various levels and the coordination of over 32 participating firm offices and 5 countries as a senior level-one accountant

? Currently, top rated senior accountant in group

? Consistently ranked in the top 3 amongst accountants of same level in group, beginning from assistant level. Currently top of class

? Selected by Deloitte & Touche senior partners to participate in Deloitte & Touche "Management Advisory Committee", whereby new creative ideas and solutions will be contemplated and implemented

? Instructed experienced hires at higher levels of Deloitte & Touche on various technical matters, including overall firm approach and "real world" experiences

? Instructed seniors, semi-seniors, and assistants at lower levels of Deloitte & Touche on various technical matters, including overall firm approach, research, guidance, and "real world" experiences

? Continuous involvement in Deloitte & Touche''s recruitment process, both on-campus activities, as well as various other scheduled events through recruitment office

? Active Involvement (team leader) in Deloitte & Touche''s mentoring program for both active employees, firm interns, and potential candidates still attending college

? Active Participant on Deloitte & Touche recruiting panel for candidates who received offers from several competing Big 5 accounting firms and other non-public firms. Panel member of "Day in the Life" at Deloitte & Touche

? Participant in various firm sponsored charity events, including United Way of America

? Selected by Deloitte & Touche engagement partners to lead new initiative for client''s expectation''s and enhance internal knowledge of selected client''s strategies, business objectives, and operations.

? Wrote in direct collaboration with parent company management, a thorough accounting manual and procedures guide for subsidiary company

? Performed consultative engagements with Deloitte & Touche Consulting Group, outside of normal assurance and attestation functions

? Graduated Summa Cum Laude

? Member American Institute of Certified Public Accountants and New York State Society of Certified Public Accountants

Mr. Nus, I know your time is valuable, so I won?t take up to much of it. If you may, can you please tell me a little bit about your firm, and your job here as a manager. Here is a list of some of the particular topics that are of interest. I will record your answers and then transcribe them later to paper.
A professional services firm is inseparable from the people who deliver its services. Our clients value our intellectual capital and our ability to deliver it effectively. Our challenge is to continue to provide an exciting and diverse workplace that offers its people opportunities for development, variety and professional fulfillment.
Our vision ? in the United States and around the World ? is to be recognized as the best professional services firm. Our strategy is to win the war for talent and be the employer of choice. We seek to attract, develop and retain the best people in the world. Our organization is centered on aligning ourselves in a manner that would allow us to make smart choice ? around markets, services and initiatives. We have an opportunity to be the best, execute fearlessly and become dominant in priority market segments in our economy.
We seek to attract a diverse culture that reflects the diversity of our client workforces and the market place in general. The typical background of our entry level people are four-year college graduates in Accounting or Business, who have the necessary requirements to meet the qualifications to sit for the Certified Public Accountancy examination. Since most candidates for entry-level positions are just out of college, they are approximately 21-22 years old. We do not seek any specific pre-requisite requirements, but candidates with previous part-time accounting or professional services experience are preferable.
As we need to develop future leaders of our firm and to hire quality individuals to grow and carry on the legacy of our firm, there are certain characteristics that we look for in individuals. We have certain pillars that we use as a benchmark in our profession in order to judge the performance of our people.
The first is Serving Clients. Since we are a professional service firm, we need to ensure that our people place clients first. That means that not only do they need to demonstrate an understanding of the client business, but they also need to make an effort to build, broaden and strengthen existing client relationships that we have already. We also seek people that can demonstrate creativity in looking for ways to simplify and improve preexisting processes of an organization and ones that can identify issues, offer solutions, and work to resolve issues on a timely basis. In essence, we value individuals that operate in a proactive rather than a reactive mentality.
The second is technical skills, learning and adapting. It is important that individuals in our organization have the ability to continually develop and expand on their technical skills. We value individuals that can demonstrate that they not only can adapt to the current technology and software that we use on a daily basis in our business, but also they can listen effectively to superiors and seek and accept advice and feedback.
Third, leading people. Key to our business is to have individuals that out poised and self-confident since much of our work is directly in front of our harshest critics ? our clients. It is imperative that individuals build trust and credibility not only with our clients but also with the rest of the people that they are working in collaborations with from our organization. Individuals are also encouraged to train and guide others and to delegate appropriately. This is an important trait that we look for since a key strategic theme of our firm is to create an environment that encourages our people to work in teams, mentor others, innovate, embrace diversity and continuously improve.
Last, but not least, we seek individuals who have the ability to manage the practice. We seek individuals who have the ability to present ideas and facts persuasively and confidently through verbal and written communication. We also seek individuals that demonstrate a willingness to take on new challenges and responsibilities.
Overall, the candidate that I value most are the ones who exude confidence and assertiveness, but in a subtle manner. More specifically I want to see that the individual is hard-working, independent, and doesn?t need to be led by the hand.
During the interview process, since we realize that people are only starting out their careers and that their real life experience is only limited at best, we try to assess their how well they will ?fit? within the structure and strategic themes of our firm. We usually start off asking questions that are fairly easy to answer, as a way to put the candidates at ease. These questions are also meant for us to get to know the candidates on a personal scale. Subsequently, the questions, become more behavioral in nature, and we will usually provide the candidate certain situations that they have encountered in their academic or professional career that is meant to elicit a response that denotes the candidate?s personality and work style.
What I like is someone who will answer my question. What I mean by that is that they will give me an answer that is right on point to the question that I asked. Likewise, I don?t like people who don?t answer my question directly. This is because every question that I ask is meant to elicit a candid response, which I then use to judge the competency of the candidate.
I also like people that act professionally, and appear that way as well. They should know when business is business, rather than think we are casually hanging out like buddies having a beer and a casual conversation.
In addition, I like people who smile, because the simplicity of a smile tells you a lot more about an individual than words alone can. It is also important that the person is personable and can hold a conversation. I like to feel comfortable knowing that if this person will end up working in my group, I will enjoy working with them, especially during the busy season when we work 14-hours a day. Likewise, I don?t like people that are egotistical and like to show off. This behavior shows me that they would not be able to work effectively in a team environment.
The first questions that I will ask will have to do with something that interests me on their resume, such as their hobbies and activities, something about them that sticks out.
A more unusual question would have to do with current events, such as the current economic climate in Asia, since I work in the Japanese Service Group.
Candidates that can exhibit certain qualities that we seek in our pillars discussed above are ones that we invite for second and third interviews. We believe these individuals have a career in our firm and our investment in them will eventually help us be the best professional services firm in the United States and the World.
My career at Deloitte & Touche has been very prosperous. During the relatively short period of time that I have been working here, my career has been filled with a great deal of growth and development, in an environment that is both challenging and intellectually stimulating. Having never worked in an accounting position prior to the start of my career, I was very fortunate to have the opportunity to prove myself in this firm. In September of 1996, I started along a path that has brought me here today. I walked through the front door with the only tools I had, a constructive attitude and a passion to learn and succeed. Deloitte & Touche has since provided me with a foundation, with the tools and knowledge that have helped shape the person that I have become today. Four and a half years later, I feel privileged and fortunate to have the opportunity to share and address some of my most significant accomplishments and areas where I have demonstrated the greatest amount of professional growth.
Deloitte & Touche had, to my advantage, assigned me two Office of the Chairman clients, Sumitomo Corporation of America and Toshiba America, Inc. as my first two clients at the firm. During the course of my career at this firm, I have demonstrated my competency, reliability, and my willingness to make personal sacrifices in order to please the clients. When I was a first year senior, I operated as a lead senior, on both of these engagements. An opportunity, such as this, hasn''t been granted to anyone in the last 19 years, not since the lead client service partner himself had the opportunity. These global engagements involve the supervision of up to twelve people and the coordination of over 22 participating offices in five countries around the world. It is with great pride that I lead these engagements during a period of strenuous deadlines and arduous demands in order to meet the needs of these clients. During this time, I have learned to balance the demands of our clients with my own demands for personal growth. I managed to do this through creative solutions and my ability to motivate the team in order to increase productivity. This has given me the opportunity to dedicate some of my time to other areas of firm, where my services are needed. I am actively participating in various firm sponsored programs, which I have been selected for by senior partners, including a newly formed "Management Advisory Committee" and another program called "Business Outlook Process." I have shared some of my knowledge, obtained through my experience at the firm, by teaching technical and non-technical training courses, to both experienced D&T staff and staff newly hired by the firm. I get a great deal of pleasure and satisfaction in engaging in activities where I could teach or mold the younger generation in our profession. I am actively involved with the firm-recruiting department and various firm sponsored events. This past summer I served as a team leader for the firm''s summer mentorship program, which proved to be a tremendous success. I recently gave a presentation, called "A day in the life at Deloitte & Touche" to over 150 students who had outstanding offers from Deloitte & Touche, as well as from other top firms in the industry. By the enthusiasm shown to me by the students after the presentation I knew that my message, informing them of the potential for significant accomplishment and growth that I have obtained from Deloitte & Touche, was relayed successfully.
My overall commitment and personal sacrifice to the firm has not gone unnoticed. I have been fortunate and privileged to be consistently ranked in the top three amongst people of my level in my group.

Excerpt From Essay:

Title: 2 PART social computing The Emergence of Netcentric Computing

Total Pages: 2 Words: 638 Bibliography: 0 Citation Style: APA Document Type: Essay

Essay Instructions: need one page on social computing?

"Social Computing Drives Emerging Applications"
PC Magazine (09/28/05); Hines, Matt (,1759,1864865,00.asp for full article)

Experts at MIT's Emerging Technologies Conference expect a new era of intrapersonal communications to arise from the advent of social networks and applications that assess personal behavior and gauge basic human traits such as honesty and likeability. MIT Toshiba Professor of Media Arts and Sciences Dr. Sandy Pentland noted that MIT and other institutions are developing voice recognition software that can already determine whether a person is lying over the phone, failing to engage an audience's interest, or more likely to break up with their spouse. "By engaging in reality mining, or paying attention to patterns of movement, activity or a person's tone of voice, to examine the way people truly feel, we can build better forms of social software," said Pentland. creator Dennis Crowley pointed to the emergence of geographically aware social networks thanks to a resurgence in locative technologies, Dodgeball being a case in point; the social networking application enables people to hook up by sharing personal information through their computers and wireless devices. Meanwhile, Web site founder Joshua Schachter said the rapid adoption of email, instant messaging, and mobile devices is converging to pave the way for new applications that try to take advantage of human intelligence to some degree. CEO Mark Cordover said he anticipates the development of new social rules that address challenges to privacy and eavesdropping opportunities presented by social computing applications. Many conference presentations cited socially beneficial technologies: Entrepreneur Nolan Bushnell detailed his latest brainchild, an educational software system designed to make learning more fun and interactive by exploiting kids' love of video games.

Take a look at the article if you like, but you get the flavor of it here. So -- what do you think? Is social computing the cutting edge? Do you do it? Might you? Is this really what convergence means in practice?

2nd part
And one page on The Emergence of Netcentric Computing

"The traditional PC is history: Net-Centric computing is the future. But what form will it take? Computing appliances, connected PCs, Web-enabled set-top boxes, Webphones, Internet-connected wireless communicators, or Java-based network computers? All of them or something else entirely? What challenges face professionals who want to build, plan for, or invest in these new systems?

Excerpt From Essay:

Title: Organizational Goals

Total Pages: 3 Words: 940 Sources: 2 Citation Style: APA Document Type: Research Paper

Essay Instructions: 1. What was the business strategy through which Legend came to dominate the Chinese PC industry?

2. What changes in corporate goals do you anticipate for Lenovo now that China has entered the WTO?

Note: Focus is on Lenovo not China;

For help in answering these questions, please read:

1. Please visit Lenovo's web site to assist you in this assignment.

2. Legend Looks To Defend Its Turf -- WTO Entry Will Force China's Top PC Maker To Fend Off Unrestricted Rivals Ebn; Manhasset; Dec 17, 2001 ; Faith Hung;
a. Abstract: Since 1999, Legend has risen to become the leading PC maker in China , a market that had previously been dominated by foreign OEMs. In just three years, Legend's share in the world's fastest-growing PC market tripled, from 12% to 30%.

Unfettered by the restrictions that have limited foreign companies in China , Legend has been free to extend its network into every corner of the country. While foreign competitors are generally confined to major cities, Legend has placed thousands of distributors throughout China . The company's native familiarity with China also gives it the logistical understanding and negotiations savvy to keep procurement costs and inventory levels down. According to internal data, Legend's inventory level is usually less than 20 days, compared with 30 days for Compaq Computer Corp.

"The most significant impact on Legend after China joins the WTO is rising competition from Dell, Toshiba, and IBM," said Paul Bai, an assistant vice president at Taipei, Taiwan-based contract manufacturer First International Computer Inc., which supplies Legend with 15,000 laptops per month. "Legend has told us that it intends to be cautious about its outlook for next year."

3. Asia's competitiveness endgame: Life after China's WTO entry
The China Business Review; Washington ; Jan/Feb 2002; Chi Lo;

a. Abstract: Asia is now considering its economic prospects as China enters the World Trade Organization (WTO). Some investors are concerned that China will become a major deflationary force in Asia . Others are worried that China will inflict significant damage on Asia's growth by pulling away foreign investment and by increasingly hollowing out Asia's manufacturing base as facilities continue to shift to the mainland. Though the deflation concern is valid, as entry to the WTO will help consolidate China 's competitive power, the second fear is flawed. Asia has not lost, and will not lose, foreign investment to China . Rather, China 's improving economic well-being will benefit Asia 's exports in the long term and will exert external pressure on Asian economies to restructure.

Excerpt From Essay:

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