A-Level Physics Investigation The Ski Jumper Essay Example

A-Level Physics Investigation: The Ski Jumper Essay To find out how the starting position of a ski jumper affects the horizontal distance travelled in the jump. We will model the jumper and the ski slope as a ball bearing and a curtain rail. We will not take air resistance, friction and other various type of energy lost into account. However in practical we have to keep in mind that they do exist and causes variation in our results.Factors which affects the range:Changing the vertical height of drop from the slope (h) would vary the range. This is because according to the law of conservation of energy, it cannot be made or destroyed but transferred. To apply this law into this practical, we can say all of the GPE (Gravitational Potential Energy) is converted into KE (Kinetic Energy) assuming no energy is wasted. As a result, GPE is equal to KE. Hence if mass (kg) and acceleration (ms-2) due to gravity remains constant, varying the height (metres) would directly affect the velocity (ms-1).mgh = 1/2 mv2So we are saying GPE lost causes a gain in KE. Ultimately, the greater the height dropped the greater the velocity it has when leaving the ramp and consequently greater the range. With this theory, we can confidently say that changing the gradient would not make a difference to the range if the height remains constant. What will happen is that the object simply accelerates faster but the time varies. However if the drop height on slope and other factors remains the same, the velocity of the ball leaving the ramp should be theoretically, identical. Furthermore it is a very difficult task to perform, as the ramp needs to bend and unbend, thus deteriorating the accuracy.The launch angle is another factor affecting the range. This is because it gives the particle a vertical velocity component rather than just a horizontal component. As a result this varies the time period of the object in the air. However in practical, it is difficult to alter the launch angle as the equipments are fixed. It would cause significant erro rs and therefore it would not be a good variable for this investigation.The drop height(s) is an obvious variable as it varies the time of flight in the air thus changing the range. But it is a difficult one to adjust as we dont have any appropriate apparatus to do this accurately and systematically. Hence this is not a suitable variable to investigate.HypothesisWe have decided to investigate how the vertical height of drop on the slope relates with the range achieved. As explained earlier on, the greater the height, the greater the range. This is because more GPE [mgh = mass (kg) * acceleration due to gravity (ms-2) * height of drop (m)] is converted into KE [1/2mv2 = 1/2 * mass (kg) * velocity (ms-1)]. Since the two masses will cancel out while acceleration due to gravity is assumed to remain constant, we can say that as height increases, the velocity gain would increase proportionally. By neglecting the existence of friction, air drag and other form of resistance causing energy b eing wasted, we are assuming that all GPE is transferred into KE. Theoretically I am correct, but in real life all these complications exist and I might find varied results.To calculate the range, we have to find the horizontal and vertical component separately. Since we are ignoring any type of resistance, the ball which is modelled as a particle should have a constant horizontal velocity at the moment it reaches zero GPE level. This is when the ball is at the point of the ramp where it is parallel with the table. This is the point of maximum KE and zero GPE, hence the ball should be at a constant speed. At the moment it leaves the ramp it will move freely under gravity causing only a downward acceleration. As a result the drop height has no effect on the horizontal velocity but vertically. Hence this is the component that determines the time of flight.To find the velocity it leaves the ramp (horizontal):GPE lost = KE gainmgh = 1/2mv2gh = 1/2v2v2 = 2ghv = V(2gh)To find the time of flight (vertical):s = ut + 1/2 gt2s = 1/2 gt2t2 = 2s /gt = V(2s / g)Now finally we can use a very basic formula to find the range. We have got the velocity which is determined by the height on the slope where the ball is dropped. And also the time of flight is determined only by the vertical component. By substituting them together correctly we should be able to get the range.Range = Velocity * Timer = V(2gh) * V(2s/g)r = V2 * Vg * Vh * V2 * Vs / Vgr = 2 * VhsPreliminary TestI did some preliminary trials for selecting the appropriate equipment and setting up the apparatus before planning the actual experiment. This allows me to decide the best equipment, thus increasing the accuracy of my results.The first problem I encountered was bending the rail. It was difficult to make the launch angle flat. In the end I have found another method. Since the table was flat which was measured with a spirit level, I decided to force the flat part of the rail into the table. This worked extremely w ell as the entire part was aligned with the table. To double check whether it was perfectly flat, I used the spirit level again and unsurprisingly the bubble of air was right in the middle indicating its flat.Once the rail was set and clamped in place, I started my trial run. I have tried using ball of different sizes and found that the smaller one seem to hit something coming down the rail. When I tried the large one, there was no problem at all. I suspect this is because the smaller ball is easily affected by dust particles.I used a sand tray to measure the landing spot of the ball. At first everything seemed to work out fine. But once I was dropping the ball from greater vertical height, the ball would often roll or even bounce back up. To resolve this, I used a sand tray with more sand making it thicker. As a result the sand would be able to absorb more of the balls kinetic energy.Ultimately in my plan I have selected the equipment I felt best for sensitivity and accuracy before I start obtaining my results. Hence the method and apparatus I am using to obtain my results are reasonably accurate and reliable.ApparatusMethod1. First we have to set-up the apparatus as above. We will need to measure the height of the table from the ground and the height of the slope from the table. By adding the height of the slope from the table to the height of the table from the floor, we could find out the overall drop height mentioned earlier on. The value I obtained for the height of the table was 0.93m from our preliminary test.2. After getting the apparatus ready, we will start the experiment right away. We will be dropping various heights on the slope, from 5cm to 40cm with 5cm intervals. To do this, we hold the ball according to the height on the rail and release it. It will then travel down and into the sand tray leaving a mark similar to half a sphere. I will be repeating each drop three times and then taking an average to ensure accuracy.3. We will measure from the centre of the mark to the end of the sand tray closer to the edge of the table. By adding this value we obtain with 15cm, we will acquire the final value of the range.Experimental errors and UncertaintiesThere are superficial errors with the ruler I will be using. The edge of the ruler I will be using is not 0cm. The 0cm indictor is actually 0.3 cm from the edge. As a result I need to minus 0.3cm from the reading I obtain. The ruler needs to be placed flat on the surface and touch the edge of the sand tray. Furthermore when I measure the reading, I have to read it off perpendicularly so that its more accurate.Since all the rulers we use are to the nearest millimetres, we will have absolute errors occurring. We would have inaccuracies determining the height of slope, the drop height, range and the actual reading. As a result we would have four areas giving us an error of ?0.05cm. As a result the least and greatest reading of the range we would get is approximately 0.18cm after a sim ple calculation using the equation we obtained earlier on and some addition. Therefore for every reading we obtain we will have a fixed absolute uncertainty of ?0.18cm. This error is rather small, as the percentage error would not even go beyond 2%. Moreover this error would further compromise as the range increases.Fair TestIn order for a fair test we must keep all other factors affecting the result constant. The launch angle must be secure and ensured to be flat, as it would affect the time of flight, thus affecting the range. Theoretically it doesnt matter what size or mass of ball to use, but practically there is resistance, thus we must use the same one every time. As for the rail, the gradient should have no effect either, but different rails might cause different results due to its roughness and other factors and therefore we will use the same one. Finally the air in the room will be very calm as windows will be closed and so there will be little air ventilation.ResultsHeight of slope (m)Actual Range(m)AverageVelocity(m/s)Time of flight(s)PotentialRangePercentageDifference between actual Range and Potential Range(%)Percentageof range achieved(%)0.450.95,0.96,0.970.962.970.531.5839610.400.90,0.89,0.890.892.800.521.4639610.350.83,0.83,0.840.832.620.511.3438620.300.78,0.78,0.780.782.420.501.2136640.250.71,0.71,0.710.712.210.491.0935650.200.64,0.65,0.640.641.980.480.953367ConclusionStudying graph 1, we can clearly see that as the greater the height dropped on the slope, the greater the range. This is because greater the drop is, the more gravitational potential energy (given by mgh) is converted into kinetic energy (1/2mv2). As a result, the ball which is treated as a particle, gains more horizontal velocity leaving the curtain rail. For more in depth detail, we can refer back to the plan.It is really common sense that dropping from a greater height on the slope leads to a greater range. However our result differs from the potential range that can be achiev ed. This is because the way our potential results are calculated uses formula that assumes no energy is wasted. This includes energy transferred into heat and sound due to friction and air drag. Obviously we know it existed in our experiment, hence we can see that our actual result is lower than the potential range. From the results table we can see that the percentage of the potential range achieved decreases as the dropping height on the slope increases.This situation occurs when the velocity of the particle increases, the counter forces, also termed as retardation force increases which is air drag in this case. It exists because air molecules are colliding into the body causing an exact opposing force. In our situation it is travelling on the rail slope freely due to gravity, thus this means the force in the direction it is travelling which is parallel to the slope is constant (given that gravity is constant). Since the counter force increases as velocity increases acting in the exact opposite way of the direction of motion, the resultant force of the particle along the plane becomes smaller. As a result, according to Newtons 2nd law (F = ma), due to smaller resultant force, the acceleration decreases. This has an effect on the range, as the velocity of the ball leaving the slope would be smaller. The calculations we used to find out the potential range omitted these factors.EvaluationIn general the experiment proceeded rather smoothly with superficial problems. The result obtained was very satisfying with the available equipment in hand. However there are several ways we could further improve the accuracy of our experiment.Firstly, our experiment could have been more efficient and accurate. Very often when the ball lands on the sand tray, it does not leave a clear mark, thus we have to retry it. To resolve this situation, we could have used even thicker layer of sand or simply use the carbon paper. Also from time to time, I have to shake the sand tray to m ake the sand surface flat. This again wastes time and causes minor errors. Actually, with a proper set up, measuring the range with the carbon paper can be less time consuming and giving us an even more accurate result. Fortunately this would not have an apparent effect or disagreement on the hypothesis and conclusion we have made.Secondly I have also discovered that the sand tray would move slightly outward when dropping the ball at greater height on the slope. I think this is because at the moment of impact, the ball has a greater horizontal velocity. To resolve this problem, I have to check whether the sand tray is back into its position after impact. As a result, I decide to use carbon paper instead next time when recording the range.Also, when dropping the ball, it will not have been dropped from the exact point every time, as this is virtually impossible. To overcome this problem, some kind of release mechanism would ensure that the ball is dropped from the same point on the s lope every time.All of these have virtually no effect on our result or conclusion at all. Instead there is something we could alter that would have assisted us in concluding the formula. For example, a working condition where air resistance is zero. In other words, working in a vacuum environment. As a result, the condition we are working in is more similar to the assumptions we have made using the formula. With common sense, we can expect this condition would yield a greater range.With no air resistance, I can say that our actual range would be greater because the velocity leaving the ramp is getting closer to the calculated value using the idea that potential gravitation energy lost is equal to the kinetic energy gain. Basically, more of the GPE is converted into kinetic energy. As a result when plotting graph2 again with the new conditions, we would expect a steeper gradient or a gradient that is nearly the same as the one we have calculated. Ultimately, it can give us stronger e vidence that the formula is spot on, even though the degree accuracy we currently have is sufficient.

Maintain energy during a long shift

Maintain energy during a long shift Is your typical workday more like a marathon than a short sprint? If you have a job with long work shifts- longer than the usual 9 to 5 workday- you’re not alone. A wide range of jobs, from nursing to truck driving and firefighting and many more, require workers to put in longer than average workdays. That’s a long time to have to be alert and at the top of your game. But fear not- there are ways to maintain your energy during a long shift. Make the most of the following strategies for staying sharp and keeping your edge in the face of a long day of work.Plan out your diet, exercise, and sleep.You need to prepare for a long shift well before the shift even starts. This includes getting a minimum of eight hours of restful sleep (keep those phones and other devices far out of grabbing range while in bed). Go to bed too late, or worse- lay in bed for hours on your phone, tablet, or laptop before closing your eyes- and you’ll surely be struggling to get through a lon g work shift the following day. The National Safety Council recently put out a study on fatigue in the workplace  that found that 43% of people don’t get enough sleep. Are you one of them?Maintaining a regular balanced diet is also a powerful way to keep your energy levels high and consistent- this includes what you eat when you’re off duty as well as on the job. Make sure that your diet includes plenty of high-quality protein and vegetables, and try to keep processed foods, refined carbs, and sugar to a minimum. Why is this so important? A diet high in protein helps your body maintain a consistent and reliable level of energy throughout the day. A diet high in sugar and refined carbs (think white bread, pastries, candy, and sugary sodas) will cause your blood sugar and energy levels to peak and plummet as the day drags on- like a rollercoaster. Ask yourself: Would you do your best work on a flat, even surface or on a rollercoaster?There are times when it’s ea sier than others to make healthy eating choices. Hunting for a work snack to give yourself some fuel during a long shift can be especially tricky. You may have a vending machine full of candy close by or a work kitchen full of sugary treats, but resist- and prepare! Be sure to pack some healthy snacks (fruits, nuts, and veggies are a better choice) and you’ll be setting yourself up for a solid energy boost that’ll get you through the workday.Many people have the wrong idea about exercise- they think it’s an energy drainer, and that working out will only make you tired when you’re through. However, the opposite is true! A fit and active lifestyle that includes plenty of exercise on a regular basis will help kick your metabolism into overdrive and boost your energy levels- perfect for getting through those long work shifts. Start small- try taking regular long walks and building upon your exercise routine a little at a time.Prep your workspace.A comfortable yet functional workspace designed to keep your energy levels consistently high will help you get through long work shifts. If you work at a desk, try to avoid a too-cushy office chair that makes you want to take a nap every time you sit down, and keep the energy-draining work distractions on your desk to a minimum. If you’re on your feet most of the time, be sure to wear comfortable shoes and make time to take regular seat breaks when feasible.The key here is balance- you want to create a balanced mix of comfort and functionality where you’re not sitting idly the entire time or on your feet for 12 hours straight. Also, flexibility is important- keep what works and change what doesn’t. Trial and error is an excellent tool to learn and plan, and a well-thought-out work area will help you stay energized during a long shift.Keep your brain alert and think positively.A healthy and alert brain will help keep you upbeat and energized throughout a long work shift. Keep your brain actively engaged in whatever work tasks you’re responsible for. Maintaining a checklist of action items that you need to take care of during your work shift can really help you stay focused, and as you check completed items off your list you’ll get a boost of positive vibes knowing that you’re taking care of business!When you feel yourself slipping, take a break. Strategic work breaks, even if it’s just for a few minutes to take a deep breath, stretch, and clear your head, can make a world of difference when you’re facing a long work shift. Don’t just push forward- this will have a negative effect on your overall energy level and mood.Never forget the power of positivity when you’re on a long work shift. Positive thoughts lead to positive actions- and positive work results! Actively thinking good thoughts, creating a positive mantra that you can repeat to yourself, and keeping items that elicit positive feelings or memorie s in your workspace (like photos or souvenirs of trips you’ve taken) are excellent ways to keep yourself upbeat and lively while you work.It can be a real struggle to get through a long work shift and stay alert and at the top of your game- add in all the other things going on in your life that eat away at your time and energy and you may be facing an uphill battle. However, if you employ the strategies mentioned here you’ll start to see positive changes before long, and soon that uphill climb of a long work shift will seem like little more than an easy-to-manage step!

How to be a good mentor

How to be a good mentor Those of us who have had the opportunity to have a good professional mentor as we travel through our career paths are well aware of the value they bring- this includes everything from support, encouragement, and motivation; to opening new doors; to networking and job opportunities. The bottom line is that a good mentor is really worth their weight in gold.   That said, others among us have learned that some people who find themselves in a position to be mentors are really not well-suited for the role and can even do more harm than good. A bad mentor can hold you back from new opportunities and career advancement, set you off on a trajectory that isn’t right for you, and even sour you on an industry entirely.Clearly, the role of a mentor isn’t one to be taken lightly. It’s a tremendous responsibility, and one that could potentially give you a great deal of power and influence over someone in need of real advice, molding, and guidance. If you’re making a c onscious decision to become a mentor to someone junior to you in your field, make sure that you enter the role with every intention of being a positive influence. Consider using the following strategies to get started on the right foot.3 rules to being a strong mentorDon’t feel threatenedHere’s the raw truth when it comes to most mentor/mentee relationships: you’re helping to train the next generation of workers in your field, and they’re going to be just as ambitious as you likely were when you were just starting out and eager to climb to the top of your career ladder as quickly as possible. Take a moment to look back on those times- didn’t you have visions of eventually seizing the reins of power and filling your boss’s shoes (hopefully as they quietly shuffle out of your way)? Chances are if you’re mentoring someone they’ll likely be harboring the same ambitions.Don’t let this cloud your relationship with them or make you feel threatened and defensive- or worse, make you work against their best interests. Instead, recognize that this is a natural part of the professional cycle. As older employers mature, new employees will enter the field and hopefully gain the necessary skills and experience to one day take control. It happened for you, and one day it’ll happen for them; after all, you won’t be in the world of work forever and likely don’t want to be. The best you can do as a mentor is to help ensure that you’re placing the future of your company and industry in capable hands.Don’t do it for personal gainIn the world of work, most of us are used to the sort of â€Å"quid pro quo† arrangement where both sides get something tangible when taking part in a mutually agreed upon transaction. However, the mentor/mentee relationship is a little bit different. The fact of the matter is, there’s an inherent imbalance (of sorts) when it comes to â€Å"who gets what† here; the mentor typically devotes a significant amount of time and energy to the exchange and the mentee reaps most of the benefits- the knowledge, skills, experience, and opportunities that you’re passing along to them. It is true that mentors get the satisfaction of knowing that they’re â€Å"paying it forward† and helping out the next generation, but make sure that that’s enough of a return on your investment when deciding whether or not to be a mentor. Do it for the satisfaction of helping pave the way for someone else, and not for personal gain.Check yourselfAs we said before, becoming a mentor is a big responsibility and not one to be taken lightly. You’re going to have a real impact on the life of someone in a dependent and impressionable time in their life, so make sure you have enough time and energy to do it well. There’s nothing quite as dispiriting as having a mentor who never seems to have the time to work with you and who you’re always chasing down for help and guidance- or worse, who seems annoyed or put out by your needs. Don’t be that sort of mentor- if you commit to doing it, make sure you’re doing so with the understanding that you’re going to have to carve out a significant amount of your time and resources towards being a good and reliable source of support and guidance all the way through.Being a mentor can be a challenging role, and often the rewards aren’t immediately tangible. However, when done properly, being a positive mentor to an eager and excited individual can be an extremely rewarding and fulfilling experience. If you’re going to be a mentor, then commit to being a good one, and use the strategies and advice presented here to help you along the way.

Verizon Drops McCann for McGarry Research Paper Example | Topics and Well Written Essays - 500 words

Verizon Drops McCann for McGarry - Research Paper Example Verizon Drops McCann for McGarry The review was a determination of the agencies that BofA would use to propel its image to the public in a positive manner. Therefore, the bank invited all the agencies that handled its advertisement and marketing accounts as well as those that did not handle these accounts. After the review, the bank agreed on having WPP handle its $2 billion global advertisement account and consequently cut its relationship with BBDO that started in 2006. Along with dropping BBDO, the bank consequently dropped the tagline â€Å"Bank of Opportunity† that was a creation of BBDO. However, it is crucial to point out that WPP did not take over the worldwide marketing and advertisement of BofA from a newcomer’s perspective. In this case, WPP took over these roles from the bank as an expansion of its earlier relationship with BofA since it had an existing relationship with the bank as it conducted the bank’s branding responsibilities. The fundamental difference between WPP and BBDO lie on the approach of the holding companies’ pitches. The CEO of Omnicom, whereby BBDO is one of the holding companies, observed this difference. He noted that Omnicom gave its principal agencies, like BBDO, the responsibility of playing the key role in a new business. On the other hand, WPP ensured that the holding company was supported throughout the process of acquiring a new business. In addition, WPP’s holding agencies collaborate while pitching for a new business while BBDO’s approach does not encourage collaboration.

Memo about (Absolute Zero - The Conquest of Cold ) Essay

Memo about (Absolute Zero - The Conquest of Cold ) - Essay Example In addition, the theory also emphasized that heat could neither be â€Å"destroyed† or â€Å"created.† Entrepreneurs like Frederick Jude and Henry Feroe, who started a company that offered shipment services that were preserved by ice which he got from around his place. He knew that ice (cold) could be used as a preservative and hence commercialized its use. The idea became more popular as the world got into the industrial revolution. If not for Joule, the concept of energy conversion from mechanical to heat energy could not have been utilized. Joule demonstrated through his experiment of the possibility of converting Mechanical energy into heat. It is by the help of Thompson that he improved on Joules theory and came up with the Laws of Thermodynamics. The first Law of thermodynamic stated that energy can always be converted from form to form, but cannot be destroyed or created. The second Law of Thermodynamics stated that heat cannot move from a cool surface to a hot s urface. The first substance to be used in artificial refrigerators as working liquid was ammonia liquid. It is evident from the documentary that the invention of the refrigeration system took a very long time as it entailed a cocktail of a number of theories before it was actualized. After the first artificial prototype was made, several attempts to come with a good refrigeration system was put in place and several companies ventured into its production becoming a commercial product. In the documentary, I found it interesting how the refrigerator came to be made. As we live in today’s world, one cannot always appreciate some of the inventions unless they look back into the history involved in its making. It is a fact that the making of the first artificial refrigeration system took many decades before it came in place as it entailed a number of theories and facts before any agreement could be made regarding how it should work. Eventually, through the discovery of the law of conservation

Report into Barclays Financial Performance Analysis

Report into Barclays Financial Performance Analysis The following report is aimed at comment the findings of Barclays PLC financial performance analysis. The first section presents an internal and external analysis. The second comments a series of financial ratios. Finally, the last section concludes. Introduction Banks are an important part of the financial system. They channel financial resources from individuals who have surpluses to individuals who lack capital. Banks transfer these assets in the form of loans. Loans are evaluated and classified according to the default probability (risk). In this manner, Banks assure that lenders invest their wealth in trustable projects, that is, economically viable (Arnold, G., 2008). Banks, then, subside the research task from lenders and allow them to get a safe and constant return rates in a determined timeframe and conditions (Valdez, S., 2007). As any business, Banks are aimed at increasing the wealth of the owners. Banks employ accounting systems and economic models to measure their financial performance. Accounting and economic models evaluate: 1) whether the wealth of the owners is augmenting, and 2) at what extent (Atril, P., McLaney, E., 2008). They provide several financial indicators which help business management to control the enterprise performance; among them, the financial ratios are widely used. The purpose of this report is to comment the findings discuss how bank (Barclays PLC) overall performance should be evaluated. The first section presents a review of Barclays internal and external performance. The second section evaluates Barclays financial performance. Finally, the last section concludes. A review of Barclays internal and external performance Barclays is one of the worldwide leaders in financial services. It was founded in 1690 in the UK. Barclays has operations in 50 countries spanning over Europe, the US, and Africa. Its headquarters are located London, UK and employs 153,800 people worldwide (BARCLAYS, 2009). Barclays retail banking includes personal customers, home finance, local business, consumer lending and financial planning (DATAMONITOR, 2010). Internal performance Barclays capital strength has provided the company with resilience to cope adverse market conditions. For example, the companys liquidity pool increased to  £127 billion at 31st December 2009 from  £43 billion in 2008. Hence, cash flows allow the bank to negotiate better selling conditions in their product portfolio (BARCLAYS, 2009). Barclays has kept its lending growth volume regardless global economic situation. The bank has reduced its derivative assets; therefore, its balance sheet size has been reduced (BARCLAYS, 2009). However, Barclays operations are threatened by its weakness in cost management. Its subsidiaries in Western Europe registered detrimental costs in 2009. Thus, the bank may face difficulties in its expansion plans (BARCLAYS, 2009). On the other hand, Barclays mobile banking services have experienced a significant growth due to smart phones popularization. This new service portfolio is likely to reduce workload in banks branches; therefore a significant cost reduction may be achieved during the fiscal year 2010. Even though, internet and credit transaction fraud has also risen. Hence, information security investments may undermine cost management accomplishments (BARCLAYS, 2009). Barclays is pursuing to expand its operation in India and UAE. Even the bank has been present in both countries since 1970s; it does not have a considerable penetration. These markets have attractive conditions to increase the bank market share. Therefore, an expansion strategy for India an UAE is foreseeable (BARCLAYS, 2009). External performance Barclays impairment losses in 2009 affected banks profitability. This effect was present despite balance sheet size reduction. Disposal of these legacy assets is one of the main banks objectives for fiscal year 2010 (BARCLAYS, 2009). UK government legislation regarding Asset Protection is aimed at improving customers trust by clearing up banks balance sheets. However, there is no a complete strategy on this matter. These uncertainties add pressure on financial markets, making difficult banks capitalization. Besides, a more competitive environment will be roomed (BARCLAYS, 2008). Finally, mergers and consolidation in banking industry will make more difficult, for Barclays, to adjust pricing levels and protect their market position. However, Barclays has the resources and skills to tackle challenging business environments (BARCLAYS, 2009). Barclays financial performance ROE ROE ratio presents negative trend in the last three years. The cause of this behaviour was the increase in the operation costs, 25%, plus a drop of 25% in the interest income. The net effect was a drop of drop of 77% in the net income in 2009. In 2008, Barclays acquired Lehman Brothers, thus, the total financial figures of the bank were affected. This buy clarifies the abrupt changes in costs and interest incomes. Positive results of this acquirement may be reflected in one or two years; it can be said that this normal behaviour of acquirements (BARCLAYS, 2008). ROA ROA was also hit by the Lehman Brothers effect; the indicator fell 50% from 2007 to 2009. Total assets were duplicated during 2008 and the net income after taxes was a little bit higher than in 2007. However, in 2009, Barclays made a restructuration in its total assets and was able to reduce them a 44%, that is, total asset were almost the same than in 2007. Unfortunately, net income after taxes also dropped 44%. ROA indicator was, then, almost the same than in 2008. ROA hid the company efforts to align the bank to the pre-acquisition levels (BARCLAYS, 2009). Net Interest Margin Net interest margin improved in 2009. It surpassed 2007 value. Assets are producing more Interest profit than in 2007. This can be interpreted as a positive effect of the Lehman Brothers acquisition, since the asset combination is generation more income. However, the increment in operation costs undermined the net effect of these results (BARCLAYS, 2009). DuPont This indicator clearly shows the Lehman Brothers acquisition effects. The equity multiplier registered a growth during 2008. The net profit margin was almost 300% higher than in 2007. However, the asset utilization went down 518%. The net effect was a low ROE (BARCLAYS, 2008). In 2009, the equity multiplier, and net profit margin felt down 49.48%, and 63.45% respectively; whereas, asset utilization grew 281%. Even though, ROE ratio was the lowest one in the studied period. This erratic behaviour was caused by the total asset amount. Each indicator by itself does not provide enough information regarding how well the company is doing it. For instance, asset utilization seems to be worst than in 2007, therefore, the implication would be that acquisition was a bad deal for the bank. In the case of the Equity multiplier, the conclusion would be the same. But, the net profit margin figure seems more realistic and clearly shows that a growth of 10% in two years justify the buy (BARCLAYS, 2008). The ultimate result is indicating that the new company is expected to have a return in equity of 6.28%. However, this metric does not include dividend amounts; thus, investing in the new Barclays firm may still be attractive. DuPont exercise shows that any indicator does not have all information at glance, thus, they should be used in combination in order to provide relevant and useful information. By decomposing ROE in three different ratios, it is possible to understand the effect of total assets and the operating revenue into the companys investing profile. Besides, it is clear the effect of the increment in the cost of the sales and operations. From the graph, it can be seen that Lehman Brothers firm made a massive sales and their expenses were under control. However, it can be inferred that liquidity may be one of the relevant factors that pushed former owners to sell it. This thesis is aligned to the main causes of the 2007s global financial crisis. Therefore, the acquisition w as justified and was a good opportunity to improve the banks financial performance (BARCLAYS, 2009). Net Interest Margin This ratio shows a negative trend. The lowest value was registered in 2008. However, during this year the interest income registered the highest value during the period. In 2009 the interest income dropped 24.18% but asset were reduced almost 50%. Even though, they continued 12.34% above the 2007 value. The net effect was 25.24% below the 2007 mark. It is important to say that 2009 is a good result and shows how the bank is trying to move the new company to the levels in which the former one was operating. It can be inferred that the strategy is to stabilize the bank and then increase the profits. Acquisition was, again, the event that impacted the ratio behaviour (BARCLAYS, 2009). Earning base Earning base is indicating that bank is acquiring more assets which are directly implied with the profit generation, that is, that it is lending more money to customers. It is clear that in 2008, due to acquisition, the bank owned a series of assets which were overloading the cost structure. In 2009, the situation improved since assets were re-structured and their number was reduced. This indicator should not be higher than 50%. The rational is that banks earning assets are loans, thus, bank should ensure they payment of those loans whit its assets. Therefore a healthy ratio level may be around 50% (BARCLAYS, 2009). Operating Efficiency Ratio and Wage ratio The operating efficiency ratio shows that bank is struggling with its operating expenses. In 2007, the ratio was 187%, which means that bank was investing two resource units to produce one. In 2008, this indicator grew almost 2.5 times. However, the bank made a very good effort and reduced the figure 32%. When wage ration is included in the analysis, it presents a drop in 2008, due to redundancy. However, the operation expenses did not diminished; therefore the operation efficiency ratio did not improve. It can be implied that work force is not the biggest expense, as many author claim, but a combination of inefficient process and asset sub-utilization. Unfortunately, annual reports did not provide deep information (BARCLAYS, 2008, 2009). Interest Income / Total Assets and Interest Rate Risk Ratio The first ratio provides information regarding how much interest income is produced by the total assets that bank owns. This indicator shows a growing trend with a little drop in 2008 due to the total assets acquired from Lehman Brothers. Thus, Barclays is improving its asset utilization. Talking about interest risk ratio, this indicator should be ideally around 100% to ensure that all loans are backed up with assets. However, the bank registered values below 10%. On the other hand, this indicator also shows a growing trend, which means that this figure is going to improve in the future. This indicator also supports the 2008 acquisition (BARCLAYS, 2009). Liquidity Risk Ratio Cash is the blood of the business. This ratio is relevant because indicates the capacity of the bank to convert its asset in cash. This indicator showed a negative trend with a peak in 2008. Its value has never been below 90% which indicates that bank has no cash flow issues. However, it highly depends in the asset restructuration. According to the 2009 annual report, asset management is one of the key objectives of the current management board. Thus, liquidity risk ratio will improve during the next years (BARCLAYS, 2008). Capital Risk Ratio Capital risk ratio shows at what extent the bank is prepared to afford its long term compromises. Values on this indicator shows that bank is in a very good position since its long term compromises do not represent a high percentage of its total assets; the lower this indicator the best. However, it shows a growing trend accelerated by the 2008 acquisition. It can be inferred that management team is trying to either improve the bank resource availability, by long-term instruments, or restructuring the acquisition cost. The peak in 2008 can be explained by the heterogeneous asset combination post-acquisition (BARCLAYS, 2008, 2009). Conclusions After analysing Barclays bank ratios, it can be inferred that the acquisition of Lehman Brothers was an organic growth during crisis times. Thus, Barclays took advantage of the economic situation in 2008. Its solid cash figures allowed the bank to reject the bail-out plan from the UKs government. This action increased the customer preference for the bank. After acquisitions, the ratios tend to show bad results. However, this is somehow expected, since new components are added to the operation and a new organization is created. In the case of Barclays, these variations were not significant to the overall company performance. Finally, internal and external performance measurement is a complementary part of the ratio analysis. Ratio analysis is highly dependent on accounting information and the standards to gather that info. Thus, the results may vary if another set of accounting rules is applied. Internal and external performance measurement provides the background information to understand the number, trends and behaviours of the ratio result. Hence, both analyses are complementary rather than exclusive. Ratios provide a standard and normalized way to compare and analyze information, but they are meaningless by themselves. Ratio value is important, but it adds nothing to management process if it is not translated into coherent and relevant series of events which explain the root cause of that percentage. Thus, a good selection of indicator and measurements will guide the company to better results.

Security organizations and counterterrorism

It is explicitly declared in the manual that Muslim religious goals and quests can not be attained except by force though bombings, assassinations, as well as wanton slaughter of human beings. Anti-terror professionals are thus warned that it is almost futile to try to engage such extremists in any from of dialogue since it has been implanted into their conscious selves that only force and aggression can yield fruits. Counterterrorism efforts should thus not have discussion as one of the ways to manage terrorism since the militias are not responsive to dialogue.The manual declares that Muslims can only resist the alleged condition of unawareness by being united and conforming to Muslim religious ideals. Counterterrorist experts are thus informed to be vigilant and wary of Islamic groupings since such are the ideal places where Islamic militias congregate, strategize, and share ideas. The terrorism guidebook offers three key principles necessary for establishing Islamic military organ izations, which include: organization advisory committee and commander; soldiers; and a clearly-defined plan.This informs counterterrorism experts that Islamic terrorists are well-organized groups with a clear hierarchical power struc6ture. It is thus prudent to carry out a systematic dismantling of such organizations for effective handling of terrorism. Such measures would include firsts identifying the actual persons involved in terror activities, from planners to implementers, and then directly dealing with individual persons (Terrorist Training Manual, 2000).Several requirements for the Islamic military organizations are listed including: counterfeit money and fake documents; apartments plus hiding quarters; means of communication; means of transport; ammunition and arms; information; and transport. This implies that such Islamists are well prepared and hence counterterrorism personnel ought to have superior preparedness and planning in order to effectively tackle terrorism. Amo ng the missions of Islamic military organizations is to kidnap enemy documents, personnel, arms, and secrets.Counterterrorism experts are thus required to be vigilant in securing such entities at all times, particularly those belonging to nations which are ideological enemies with Islamic regimes. The assassination of overseas tourists and enemy personnel is another mission of Islamic militias. Counterterrorism should therefore seek to ensure the safety of tourists abroad by either offering guidelines on safe places to visit or issuing travel advisories if there is reason to fear for the safety of tourists while overseas.Another mission of Muslim jihadists is the spreading of rumors as well as issuing statements that incite the masses against he perceived enemy. Counterterrorism should thus aim to try to prevent the publication of such inciting statements, intercept and destroy them before they reach their target audience or destroy the places where they are produced. The jihadists as well have the mission of bombing and obliterating embassies plus attacking important financial centers.This calls for heightened and vigilant surveillance on the overseas facilities such as embassies and business premises owned by regimes which the Muslim jihadists consider as enemies. The jihadists also aim to blow up bridges linking cities with neighboring areas as one of their missions. It is vital for counterterrorism personnel to be on the lookout and secure vital bridges to avert any possible strikes. Recruits into the jihadist movement ought to be Muslims. This implies that counterterrorism personnel ought to concentrate on Muslim characters when managing terrorism.Members as well should be mature, that is of the age of majority. Counterterrorism should thus focus on mature Muslim persons when investigating terror activities. One requirement for membership is the ability and commitment top keep secrets even from the closest persons. Counterterrorism experts ought o be ther efore aware that it is hard to extract information from such terrorists and hence devise efficient methods of getting such information (Terrorist Training Manual, 2000).Regarding operational moneys, it is stated that they are to be split into 2 parts, with one segment going into schemes that provide monetary returns, while the other is kept to be spent only in the course of operations. This informs counterterrorism experts that the jihadists operate decoy projects which they use to earn cash for furthering their military objectives. Therefore, any enterprises having Muslim connections ought to be fully investigated to establish their owners, financiers and beneficiaries.The jihadists’ photos on traveling documents ought not to have a beard according to the manual. This should inform counterterrorism experts that the old notion that Muslims and jihadists always wear beards should be discarded so as to be able to effectively investigate the activities of suspect Muslims. Agreem ents are to be rent4ed preferably on ground floors to permit easy escape as well as digging ditches. Counterterrorism experts should thus be on the lookout particularly for suspects who live on ground floors when investigating terrorism activities.Apartments are to be rented preferably within newly-developed localities because people in such areas generally do not know each other and hence strangers are not as easily identifiable as in older neighborhoods. Counterterrorism experts therefore should particularly carry out surveillance in such neighborhoods for any suspicious characters. Organization members are instructed to offer information that is bound to mislead security agencies when they discover that their telephone conversations are being tapped into.This further complicates the work of counterterrorism agencies since they ought to be wary of volunteer information that is purported to implicate militants. Proper vetting and scrutiny of any informer-derived information is impo rtant to make sure that security agencies do not fall into the tricks of the jihadists and hence end up unnecessarily wasting time and possible resources (Terrorist Training Manual, 2000). The guidebook states that training venues for Islamic military organizations ought t to be located far away from areas with may people.Counterterrorism agencies therefore have got to conduct searches for such training sites away from major cities and towns preferably in the countryside where there are few people residing therein. The Islamic organization generally avoids overcrowded place such as, train stations, cafes, and recreation places. Security and counterterrorism agencies ought to specifically target less crowded places when carrying out anti-terrorism activities. Members of the organization carrying out strike operations are instructed not to appear Muslim-like and if possible, to completely disguise themselves.This is a challenge for security and counter-terror agencies since it appears like it is pointless to target and investigate overt Muslims regarding terrorism. Priority should be placed on members of the public who do not have outward Muslim appearances. Fighters in the Muslim military organization are taught beforehand about the answers to provide to security forces in the event that they are intercepted. Security agencies thus ought to be a bit more creative and flexible regarding the questions they field to suspects during interrogations.Routine, standard, and typical questions ought to be avoided. Questions should be asked depending on the environment so as to gather useful facts and surprise the Islamists into disclosing valuable information. The guidebook contains instructions to the effect that surveillance vehicle number plates and make should be similar to those of target vehicles. This should appropriately inform security agencies to be cautious when trailing or attacking suspicious vehicles as innocent persons, with cars matching the terroristsâ⠂¬â„¢ vehicle, may be involved.The Islamic organization is seemingly using ciphers according to the guidebook. Security organizations and counterterrorism personnel ought to be well versed with the various systems of cipher text currently employed so as to accurately and speedily interpret information when it is intercepted to facilitate quick and appropriate action (Terrorist Training Manual, 2000). Members of the Islamic organization are instructed not to confess of their involvement with the jihadist movement if they get arrested and are brought to trial.Security agencies should be aware that such characters will not provide any useful information that could lead to the dismantling of the terrorist cells. Other methods of obtaining information, other than interrogation and questioning ought to be developed to ensure effective handling of the terrorists and their activities. Members are as well instructed to be observant, alert, and watchful of the places they are interrogated at, which mostly are security facilities, so as to relay information to the jihadist movement regarding the physical set up of such buildings.This should ring a bell in security circles and appropriate places of interrogation should be created to avoid letting the Islamic militia get to know the set up of government facilities in case they plan future attacks on the same. Reference Terrorist Training Manual (May 2000). Provided courtesy of the Behavioral Analysis Program, Operational Training Unit, Counterintelligence Division, FBI Headquarters.