Mental Illness And Condition That Influences The Brain

1. Define the mental illness. Depression is a mental illness and condition that influences the brain. The mental illness affects an individual’s feelings and thoughts negatively which results in the lowering of one’s mood. 2. Describe the nature of the mental illness. Depression is a real mental condition that affects many people around the world. It affects all ages, social backgrounds and genders. There are many signs and symptoms of depression. Common symptoms of depression are sleeping problems, great weight loss or gain, headaches, being tired regularly and being overwhelmed. A lowering mood is known to alter one’s sleeping patterns whether if they are waking too early or sleeping in, greatly impacting the way they would†¦show more content†¦3. Identify potential causes of developing this particular mental illness, referencing the sources that you use. 1. Death- The death of a loved one or friends can be quite devastating to an individual. Death causes the person to be despondent and dejected knowing the person will never be able to come back. Depending on how they were related to the deceased person, the depression of an individual can last days, weeks, months or even years. It is normal to experience depression due to death. 2. Substance abuse- Substance abuse is the mistreated use of alcohol and drugs by an individual 3. Environmental depression is depression caused by factors in the individual’s surrounding environment. 4. Genetic depression is depression caused by an individual’s inherited genes that are passed down by another victim of depression 5. Childhood trauma can cause depression if an individual recalls or experienced childhood events that has traumatized the victim. 4. Explain how and/or why the potential causes contribute to the mental illness. 1. Depression is a common mental illness people undergo when they are experiencing the death of a friends, family member or colleague. Death of someone you know will lead to grief and pre-longed periods of sadness. People will experience denial of the death, bargaining, anger and then finally acceptance of the death which then results to healing.

A Brief Note On Wwi And The War - 1538 Words

WWI began on July 28th, 1914. This war was between the allies which included Britain, Russia, France, Italy and the United States and the Central Powers which were Germany, Austria, Ottoman Empire and Bulgaria. In the beginning of the war when men were beginning to get drafted there were too many job vacancies. Many companies were facing a significant loss of employees due to the fact that men held most of the jobs because the women were at home performing their domestic duties. Many women had a love hate relationship with the war, they were upset because many of their husbands were going to fight in the war, but many looked at it as an opportunity to be independent and get real jobs of their own. It was a lot easier for a woman to get a job now, many filled in positions in munitions factories and made the necessary materials needed in the war, while others took jobs as railway guards, police officers, postal works, etc. The working conditions that many women faced in the muniti ons factories were horrendous, and they weren’t provided with any protection gear and many fatalities occurred. â€Å"These women risked their lives working with poisonous substances without adequate protective clothing or the required safety measures. Around 400 women died from overexposure to TNT during WWI.†1 During WWI the rate of women’s employment increased 23.6%, but they were still facing inequality when it came to fair pay. Employers didn’t see women as strong workers so they were paidShow MoreRelatedThe Defense Of The Suez Canal957 Words   |  4 Pages1. Battles of WWI The Defense of the Suez Canal, 1915; 2. 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The Role Of Discretionary Fund Management Accounting Essay Free Essays

string(106) " Contributions receive full revenue enhancement alleviation upto the client ‘s highest fringy rate\." The topic of Discretionary Fund Management for IFAs divides sentiment. Some see it as an indispensable tool in supplying an holistic service to clients. Others see it as an unneeded and potentially dearly-won craze. We will write a custom essay sample on The Role Of Discretionary Fund Management Accounting Essay or any similar topic only for you Order Now As usual, the truth lies someplace between these two extremes. Used right, aˆÂ ¦ However, there are legion considerations etc This usher will explicate what DFM is and the cardinal considerations. Most significantly, it will assist you to place whether Discretionary Fund Management can profit your clients, and the stairss that should be taken to set in topographic point an effectual DFM service. ROLE OF DISCRETIONARY FUND MANAGEMENT Discretionary Fund Management involves deputing the twenty-four hours to twenty-four hours investing determinations to a professional investing director, normally referred to as a â€Å" Discretionary Manager † . The Discretionary Manager will specialise in pull offing investing portfolios, and the purpose is that they will possess a higher degree of cognition and experience than a general fiscal advisor. The Discretionary Manager will take duty pull offing the client ‘s portfolio, and does non necessitate to obtain blessing for the client for single determinations. They will alternatively utilize their expertness to run into the client ‘s aims, which will be agreed at the beginning. While the advisor and client will keep regular contact with the Discretionary Manager, for the agreement to work efficaciously it is indispensable that the Discretionary Manaher is given liberties over twenty-four hours to twenty-four hours determination devising. The advisor ‘s function is still an of import 1, as the Manager will be working towards run intoing whatever wants and needs the advisor has agreed with the client. It is besides critical to emphasize that while the activity may be delegated, the advisor can non depute regulative duty for run intoing the client ‘s demands. Economic Backdrop? RULES AND REGULATION While it can non be credited with kickstarting the usage of Discretionary Managemtn by IFAs, the Retail Distribution Review ( RDR ) has brought the ( issue to the forefront.. ) , peculiarly in the runup to the RDR â€Å" deadline † ( 31st December 2012 ) . One of the key alterations brought by the RDR is that it will widen the scope of merchandises that an Independent Financial Adviser must see within client portfolios, which for many will necessitate increased expertness and more robust procedures for research and due diligence. As a consequence, increasing Numberss of IFAs are looking towards Discretionary Fund Management to help them with run intoing their regulative duties. Resource Wage Expertness However, advisors need to be cognizant that neglecting to utilize Discretionary Directors right could ensue in them transgressing regulative regulations, instead than helping them. Recent counsel from the FSA stated that houses would necessitate to see a broad scope of investing solutions in the market before urging a Discretionary investing service. lt ; analyse paper and cardinal findings gt ; FSA CIP paper This counsel from the regulator underlines the importance of robust due diligence before come ining into a discretional agreement, and besides highlights their concerns with clients potentially being â€Å" shoe-horned † into unsuitable agreements. Tax The cardinal revenue enhancement consideration with discretional fund agreements is that for each dealing within a Disretionary portfolio, a possible Capital Additions Tax ( CGT ) liability arises. Each sale is treated as a disposal for CGT intents, and any addition on that sale is added to the sum of the client ‘s nonexempt additions in that revenue enhancement twelvemonth. Any losingss on gross revenues can be offset against additions, and any additions above the client ‘s one-year freedom ( ?10,600 for 2012/13 ) are taxed at either 18 % or 28 % , depending on the client ‘s entire nonexempt income. It is the duty of the advisor and the client to guarantee that these additions are documented on the client ‘s one-year self-assessment. This means that the Discretionary director will necessitate to be familiar with the client ‘s revenue enhancement personal businesss to avoid making unneeded liabilities. The FSA have besides made it clear that they expect revenue enhancement to be taken into history when measuring the suitableness of any investing solutions This once more highlights the demand for the advisor to place the client ‘s fortunes and ends to outset, and for there to be a clear definition of duties between client, advisor and Discretionary Manager. Another possible complication is that the European Court of Justice has late recommended that all elements of discretional direction services should be capable to VAT. While the full deductions of this recommendation are yet to be clear, this is something that all advisors will necessitate to maintain an oculus on traveling frontward. Appropriate Tax WRAPPERS/PLATFORMS As revenue enhancement is an of import factor to see, the pick of revenue enhancement negligees and platforms used to ease Discretionary Management is highly of import. We will supply an overview of the most common below. This is non an thorough list, but is intended to cover the most common negligees available. ISA – Individual Savings Accounts are available to all UK occupants aged 18 and over ( although cash-only ISAs are available to occupants 16 and over ) . The ISA acts as a â€Å" negligee † , within which all additions are free from income and capital additions revenue enhancement. As discetionaryu minutess can incur a CGT liability, ISAs are a potentially valuable tool to minimise revenue enhancement liabilities. The chief drawback with ISAs is that one-year parts bounds are comparatively low ( ?11,280 for 2012/13 ) , and it can take many old ages to construct up the size of portfolio where Discretionary Management is likely to be most effectual. However, a cardinal portion of sound fiscal advice is that clients should maximize their one-year ISA parts whenever possible. SIPP – Another common revenue enhancement negligee for DFM is the SIPP ( Self-Invested Personal Pension ) . SIPPs are a specific type of Personal Pension, and portion the common features as below: Contributions – Contributions upto ?50,000 per input period ( revenue enhancement twelvemonth for most persons ) receive income revenue enhancement alleviation. This is known as the â€Å" Annual Allowance † threshold. Tax Relief – Contributions receive full revenue enhancement alleviation upto the client ‘s highest fringy rate. You read "The Role Of Discretionary Fund Management Accounting Essay" in category "Essay examples" For illustration, a higher rate taxpayer will have revenue enhancement alleviation of 40 % on all parts paid into a Personal Pension. Eligibility – Clients must be UK occupant and under the age of 75 to put up a Personal Pension Plan and obtain revenue enhancement alleviation on parts. Personal Pensions enable the client to do big parts, which will turn in a tax-efficient environment. The major disadvantage is that under pension legilsation benefits can non by and large be accessed until age 55, and even at this point there are limitations on how benefits can be taken. Typically a client will buy an rente ( income for life ) with their pension fund, or pull down financess from the strategy within authorities bounds. While pension financess these yearss are used for an increasing assortment of intents, it is of import to emphasize that for most clients the cardinal intent is to supply for an income in retirement. SIPPs differ from conventional Personal Pensions in that they allow a greater scope of investings to be held, giving more freedom to do investing determinations. This flexibleness lends itself to DFM services, as the specializer fund director can The downside is that charges It is of import to set up whether the SIPP will let DFM, and what the costs of this will be. These costs should be factored in when measuring whether DFM services are appropriate for the client. usage SIPP instance survey Offshore INVESTMENT Chemical bond Investing Chemical bonds are corporate investings written under Life Insurance statute law. The regulations may at first glimpse appear esoteric, but a house apprehension is required to place their possible usage for Dicretionary Fund Manahement and fiscal planning in general. A thorough analysis of Investment Bonds is beyond the range of this article, but a brief overview will follow. The Life Insurance is normally nominal, with the huge bulk of the investing applied to the financess held within. The investing financess are capable to life company revenue enhancement on income and capital additions, with no farther liability for the investor. Offshore bonds ( typically based in revenue enhancement oasiss such as the Isle of Man or Jersey ) differ from conventional onshore bonds in that investing returns can are rolled-up without farther revenue enhancement, which enables investings to be switched without incurring a CGT liability. Tax is basically deferred until enchashment. This construction offers possible advantages for DFM, as switches can be made without CGT being an issue. Clients utislising a DFM service are likely to be higher rate revenue enhancement remunerators due to the big amounts typically involved, and it is possible to postpone encashment to a point where they are no longer higher rate revenue enhancement remunerators, cut downing the overall revenue enhancement payable. Offshore Chemical bonds do non hold the little part bounds of ISAs, and there is greater flexibleness than a SIPP over how and when benefits can be taken. As a consequence, they are normally used in Discretionary Fund Management. However, it is of import to emphasize that they do non keep the same revenue enhancement advantages. A common misconception is that Offshore Bonds are â€Å" tax-exempt † , but the financess are taxed within the bond, and there may be a farther revenue enhancement liability at encashment. They are besides well more complex, and must be used carefully to optimise revenue enhancement efficiency. Platform Over recent old ages, â€Å" Platforms † are going an progressively common tool in IFA services. Platforms are described by the FSA: ‘Internet based services used by mediators ( and sometimes clients ) to position and administer investings. They tend to offer a scope of tools which allow advisors to see and analyze a client ‘s overall portfolio, and to take merchandises for them. Equally good as set uping minutess, platforms by and large arrange detention for clients ‘ assets ‘ â€Å" Wrap † is the term typically used to depict a type of platform that offers entree to a broad scope of investings, with an â€Å" unbundled † bear downing system where payments to fund directors and advisors are crystalline. They besides provide hard currency direction installations, and enable all investings to be held in one topographic point, cutting down on paperwork and easing the administrative load. In the context of DFM, there is a possible struggle as both the platform and DFM will necessitate detention of the assets held, and this ab initio created barriers to the two services being used together. It is going more platitude for DFMs and Wrap suppliers to work together, and at that place will frequently be a list of DFMs available via the Wrap. An advantage of utilizing DFM via a wrap is that the advisor can keep sight and a degree of control over the assets held, and it is besides possible to choose which portion of the portfolio the DFM has entree to. This can do it easier to see how the financess under discretional direction tantrum into the overall image for the client. The obvious disadvantage is that the wrap adds another bed of bear downing to the service. This once more steers the service towards higher cyberspace worth clients, and emphasises the demand to place clients for whom discretional direction AND wrap disposal are an indispensable demand instead than an expensive luxury. ADVANTAGES OF DFM Advocates of DFM point to several benefits from IFAs in utilizing this service. Improved Investment Performance – although this can non be guaranteed, the increased investing expertness and specializer cognition of the discretional director should hopefully take to overall greater investing returns Frees up clip and resource – a common ailment from IFAs is that they spread themselves excessively thin. The clip and resource they would otherwise hold spent on twenty-four hours to twenty-four hours montoring of investings can in theory be put to more effectual usage in other countries. The obvious illustration is that it allows the advisor to pass more clip with the client, constructing relationships and looking at a holistic image of their fortunes and aims. Speed – As the DFM is able to move without the client ‘s consent, they can respond more rapidly to altering fortunes, and take advantage of new chances that arise. Reduced Investment Risk – The DFM ‘s greater cognition and deepness of research should enable the building of a more diversified portfolio, which can cut down the impact of investing volatility. DISADVANTAGES OF DFM On the other side of the coin, critics of DFM cite a figure of hazards and drawbacks to utilizing a DFM service Fees and charges – Discretionary direction services do non come cheaply, and it adds another bed of payments that the client must run into, either from their fund or their ain pocket. In order for the service to be of value to the client, the DFM must reimburse these extra charges through improved investing public presentation. Many argue that the existent benefit provided by DFMs is limited. Impact on Adviser/Client Relationship – DFM involves a 3rd party taking twenty-four hours to twenty-four hours investing determinations on behalf of the client. For many clients, this raises the inquiry of what the fiscal advisor is making to warrant THEIR fees. Unless the client sees the value of the advisor ‘s function, this can hold a negative consequence on the client ‘s relationship with the advisor. Lack of Control – The DFM will hold authorization to do determinations without confer withing the advisor. There is the hazard that the DFM will non pull off the investings in the manner the advisor and client expected, particularly if the original footings of the understanding and the client ‘s aims were obscure. To battle against this, the advisor will necessitate to supervise the activities of the DFM. The enticement could be for the advisor to pass valuable clip watching what the DFM is making, particularly if the advisor does non hold full assurance in the DFM. Regulatory duty – As has been stressed antecedently, the advisor is still responsible for the overall service being provided to the client. A hapless DFM non merely reflects severely on the advisor ; it can set down the advisor in hot H2O with the FSA! Cardinal COMPONENTS OF A DISCRETIONARY MANAGEMENT SERVICE Therefore far we have explained the function of the DFM, the relevant regulations and ordinance, and distribution channels for DFM services such as revenue enhancement negligees and platforms. We have besides provided what are considered to be the most common advantages and disadvantages in a DFM service. We will now concentrate on the stairss that should be taken Client Cleavage Central to the service being provided is the client. Discretionary Fund Manahement services are unoikely to be of value to clients who do non necessitate them, and alternatively do jobs. Besides, the advisor runs the hazard of falling foul of the regulator if clients are non provided with suited solutions to their demands. The FSA identified that â€Å" shoe-horning † of unsuitable clients into DFM agreements was s important concern, and highlighted that Size of Fund: As the Discretionary Manager will incur charges, it is improbable to be suited for clients with financess of less ?100,000 to put Control: With a discretional service determinations will be made without the client ‘s blessing Engagement: How frequently does the client want to be involved twenty-four hours to twenty-four hours etc Trust: Is the client willing to release control to another professional. Inserts another person into the client/adviser relationship Aims – What is the client looking to accomplish with their investings? Clients with more conservative ends are less likely to be suited for a DFM service. Due Diligence Degree of Discretion Investing Vehicles Client Meetings Goals Reporting Charges Wage Documentation Review – Even if the above stairss have been completed, there is no warrant that the agreement will be successful. 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Implementation of Change Control

Question: Describe the implementation of change control. Answer: The IT Steering Committee of UMUC provides an opportunity to replace the current customer billing and system for payment with new IT system and processes. This new IT system improves the processes to enhance the delivery and payment of the electronic equipment by taking the advantage of the improved project processing. The IT team effort Change Control Team provided the recommendations that move to that direction. The identified issues in the business processes of UMUC are that there is an increase in orders with expanded manufacturing as well as increased in demands for the related services. The existing voice, billing and payment system that is currently being used by the UMUC requires the in-house management and handling of various departmental officers in the company. Furthermore, the current process used is time consuming and requires the ordering and shipping department to manually manage the invoices and customer payments by 10th of every month. The company demands for a new a dvanced equipment for meeting the increasing customer demand. This changing request is at number 1 priority. Delivering the new proposed IT system on time for the combined cost is crucial in order to maintain the credibility of the company. The company has started to develop low voltage motors that can be custom made and are used for reducing the cost of electricity. The green friendly low voltage custom made motor has assisted in increasing the sales of the company. The proposed new billing and payment system achieves the highest consumer engagement, controlling of cost as well as security within the organization. The implementation of the proposed system will eliminate the need for third party distributors for managing the orders and payment information. Furthermore, the online system will allow the customers to order online through the application that will in return reduce the ordering and processing time of customers order. The benefits of this new system are helped to raise in cash flow, such that the clients get bills quicker as well as pay for their order faster. It also reduces in an expense of customer service by facilitating a shift to the self-service client support. There is also a lessening in the cost of operating connected with generating as well as distributing bills. The new electronic billing and payment are efficient to reduce the operating cost as the customers recognize as viable options to the paper methods they are presently used for their business. The proposed system will work in real-time, and the payment of the customer can be made instantaneously. The system will eliminate the waiting time of the customer for processing and update the customer accounts in the companys database. The system change request includes of improved services, better performance, and support of new services and reduces the cost. The estimated cost of development of IT system is $250,000, cost of hardware = $50,000, cost of new software = $100,000, training cost = $2500. The total cost is 402,500. The following actions are to be implemented immediately such as: Implement a billing and payment system for UMUC Implement an attached changes in the work breakdown structure Implement user guidelines and training manuals to use the proposed system within the company Apart from that, after the implementation of the proposed system, the employees need to be trained for entering the product description and pricing details of the products in the IT system. This will be automatically updated in the IT systems database. For developing and implementing the proposed system will be conducted using waterfall model as the Software Development Life Cycle process. The linear process of the waterfall model adopted in the implementation will provide simplicity and with a particular sequence of processes. The application of the waterfall model will be conducted according to the SRS (Software Requirement Specification) of the billing system. The waterfall model is used as the system development lifecycle model that has distinct goals for each stage of the development. The advantage of this use of the model is that it permits for departmentalization as well as administrative control. The development moves throughout the design, execution, installation, testing as well as troubleshooting that ends up with proper protection. The billing and payment system should be developed with appropriate SDLC approach that is followed based on both internal as well as external factors. With the use of waterfall model, the req uirements are well documented as well as fixed. The technology is to be understood, and there are no such vague needs within it. The resources with necessary expertise are accessible in order to keep the product. Then, the duration of the project becomes little. These changes are to increase the efficiency of the project development organization. However, the change management engages with calculating the experience to the hazards such as entire risk to the business to handle in a well-organized manner. The development and implementation of the proposed system comprise of various risk. One of the major risks in the implementation is the flaw in work-breakdown structure and scheduling. The scheduling risk can be avoided by the efficient planning of the integrated task. Moreover, the task scheduling needs to be checked after every process or phase in the waterfall model is established. In addition to that, the lack of information produced during the initial phase of project designing will hamper the final developed billing system. For mitigating the risk, the software requirement specification needs to be developed in details and with communication with all the members of UMUC. The changes in the requirement in the middle of the software devel opment can cause the delivery delay in product implementation. The risks, which are identified due to an implementation of change control, are a risk of unauthorized assessed changes, unexpected outages, a threat of low success rate of change, a threat of emergency modification as well as the threats of project delays. There may also be the risk with the use of waterfall model for doing changes in the system. The waterfall development does not allow for any revision. At the testing stage, the application is difficult to go back for a change, as it is not well thought within the stage. The operational disruptions are considered as one of the risk factors for the organizational change. The approach used to reduce the impact on the company is to establish the proper completion pace that will differ depends on the size of the company as well as the complication of the project. The budget risk arises when there is a delay in the project, missing in milestones, overrun of the budget, rework required on the design as well as loss of work by the development team. Then, the plan is not succeeded to deliver the proper results. The risks are that it gives big impacts on the customers as well as suppliers those are included with the change management process of the company. The developed system will incorporate various real-time applications and features that were not present in the existing billing system. Therefore, the proposed system will include electronic invoices that are directly sent to the customer to their individual email addresses. The proposed system will also include the electronic payment for the ordered custom low voltage motors. A presentation and training process is provided regarding the system change control within the organization. In a case of any query regarding the change control implementation guidelines, please contact me at +61-458690267. Bibliography Christodoulides, G., Jevons, C., Bonhomme, J. (2012). Memo to marketers: Quantitative evidence for change.Journal of advertising research,52(1), 53-64. Evans, M., Tucker, B. P. (2015). Unpacking the package: Management control in an environment of organisational change.Qualitative Research in Accounting Management,12(4), 346-376. Goetsch, D. L., Davis, S. B. (2014).Quality management for organizational excellence. pearson. Kerzner, H. R. (2013).Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Schwalbe, K. (2015).Information technology project management. Cengage Learning. Ward, J., Peppard, J. (2016).The Strategic Management of Information Systems: Building a Digital Strategy. John Wiley Sons.