LECCION PARA LA VIDA

CNS DISORDERS [1]: BRIEF REVIEW.

Parkinson’s disease	Degenerative disorder of CNS associated with Lewis bodies and depigmentation of the substantia nigra pars compacta. Tremor at rest, pill-rolling tremor, cogwheel rigidity, akinesia, and postural instability.
Hemibalismus	Sudden, wild flailing of one arm (sometime one leg). Characterized by Subthalamic nucleus lesion. Loss of inhibition of thalamus through globus pallidus.
Huntington’s disease	Autosomal dominant trinucleotide (CAG) repeats disorder. Chorea, aggression, depression, and dementia. Atrophy of striatal nuclei (main inhibitor of movement). Caudate loses ACh and GABA.
Chorea	Sudden, jerky, purposeless movement. Basal ganglia lesion e.g. Huntington’s disease.
Athetosis	Slow, writing movements, especially of fingers. Basal ganglia lesion.
Myoclonus	Sudden, brief muscle contraction. Jerks, hiccups.
Dystonia	Sustained, involuntary muscle contractions. Writer’s cramps.

[1]  (Le, Bhushan, & Grimm, 2009)

EMPLOYEE COMPENSATION

 Employee compensation refers to all forms of pay or rewards going to employees and arising       

from their employment (Dessler, 2005), it is divide in financial and non financial compensation; the financial compensation has two main component, direct financial compensation and indirect financial compensation.

            The organization recognize that they have a responsibility to provide insurance, safety, security, and general welfare to their employee, Mondy (2012) explain that the benefits are the second most important driver of job satisfaction fallowing jobs security (Mondy, 2012).

INDIRECT FINANCIAL COMPENSATION

            Also named Benefits, encompasses all financial rewards no related with the several form of pay that the person receives like wage, salaries, commissions, and bonuses; this benefits are received because the employee are member of the organization and are not related with employee productivity. (Mondy, 2012).

            The indirect financial compensation is composed by Legally Required Benefits, Discretionary Benefits, and Voluntary Benefits.

            Legally Required Benefits

Are benefits required by law, independent from those the company offering, these benefits currently represent about 10 percent of total compensation costs according to Mondy (2012) and include Social Security, unemployment insurance, and worker’s compensation.

Discretionary Benefits

Discretionary benefits are those benefits that are not mandatory by the law; it plays an important role in the organization related with total reward strategy, recruitment and retention, and behavior changes (Markel, 2010).

It includes (Mondy, 2012):

Payment for time not worked

Health Care

Life Insurance

Retirements Plans

Disability protection

Employee Stock Option Plans

Employee service

Premium Pay

Voluntary Benefits

Paid by the employee at 100 percent and the employer pay the administrative cost, these benefits are elective for the individual member. Voluntary benefits as explain Johnson (2012), by design, are complicated as they balance competing interests: underwriting vs. access; liberal terms vs. affordability; customer service vs. ease of administration. (Johnson, 2012).

CONCLUSION

Understanding the balance that a company wants to achieve between direct wages and indirect benefit is fundamental to the development of global strategies of total compensation. Using a compensation philosophy for the design of benefit programs provides solidity to the organization and its members.

It’s important to know what we are providing to our employees. This is achieved with a strategic design that allows us to identify goals and objectives, taking into account competition to recruit and retain employees, emphasizing the balance between internal and external equity, linked to increased organizational performance.

 Bibliography

Dessler, G. (2005). The human resources management. New Jersey: Pearson Prentice Hall.

Johnson, J. (2012, June 6). Government Financial Officers Association . Retrieved from Voluntary Benefits: http://www.gfoa.org/downloads/CON10Outlines/GFOA_PENSIONPPTvoluntarybenefits.pdf

Markel, K. S. (2010). Discretionary Employee Benefits. http://www.shrm.org/Education/hreducation/Pages/DiscretionaryEmployeeBenefits.aspx.

Mondy, R. W. (2012). The Human Resources Management. New Jersey: Pearson Prentice Hall.

THE MOST IMPORTANT LAWS IN HUMAN RESOUCES AREA

HUMAN RESOURCES LAWS

The Human Resources is defined as the people that staff and operate an organization, the organizational function that deals with the people, it evolved beyond paying employees and managing employee benefits, it become in the most important resource of organization (About.com, 2012).

Human resources are covered by a network of federal and state laws, among which the most important one of this, are collected as Title VII of the Civil Right Act of 1964, and its amended of 1972 (Equal Employment Opportunity Act).

Title VII of the 1964 Civil Right Act.

Title VII states that an employer cannot discriminate based on race, color, religion, sex, or national origin, as explain Dessler (2005) that is unlawful to fail or refuse to hire or to discharge an individual or otherwise to discriminate against any individual with respect to his/her compensation, terms, conditions, or privileges of employment, because of such individual’s race, color, religion, sex or national origin; also specified under the same terms that it is unlawful to limit, segregate, or classify employees or applicants for employment in any way that would deprive or tend to deprive any individual of employment opportunities or otherwise adversely affect his/her status as an employee. (Dessler, 2005).

There are three exceptions under Title VII of Civil Right Act, which are not considered illegal employment practice (Mondy, 2012):

1)      Bona fide occupational qualification (BFOQs reasonably necessary to the normal operation of the particular business or enterprise).

2)      Bona fide seniority system (differences in employment conditions among worker are permitted).

3)      Testing and educational requirements ( it is accepted is the results is not designed, intended, or used to discriminate because of race, color, religion, sex, or national origin).

The Civil Rights Act of 1991 amended the 1964 law, but not replace it, was created with the intention of strengthen the previous law, notably in the area of employer liability and burden of proof (Advameg, Inc, 2012), and it had the fallowing purposes: Provide appropriate remedies for international discrimination and unlawful harassment in the workplace, codify the concepts of business necessity and job-related pronounced by the Supreme Court in Griggs v Duke Power Co, confirm statutory authority and provide statutory guidelines for the adjudication of disparate impacts under Title VII of the CRA of 1964, and respond to decisions of the Supreme Court by expanding the scope of relevant civil right statutes in order to provide adequate protection to victims of discrimination (Mondy, 2012).

Equal Pay Act of 1963, Amended in 1972

This law and its amended, state that is unlawful to discriminate in pay on the basis of sex when the jobs involves equal work (Dessler, 2005), prohibit an employer from paying an employee of one gender less money than an employee of the opposite gender (Mondy, 2012) if both work require equivalent skills, endeavor, and responsibility, and are performed under similar conditions.

Pregnancy Discrimination Act of 1978 (amendment to Title VII)

To amend Title VII of the Civil Rights Act of 1964 to prohibit sex discrimination on the basis of pregnancy (USA.Gov, 1978) this law prohibit use pregnancy, childbirth, or related medical conditions to discriminate in hiring, promotion, suspension, or discharge, or any term or condition of employment (Dessler, 2005), and as points Wondy (2012) question regarding a woman’s family and childbearing plans should not be asked, also should not be ask question relating family plans, birth control techniques because are not asked to men, and may be viewed as discriminatory. (Mondy, 2012).

Family and Medical Leave Act of 1993 (FMLA)

FMLA applies to private employers with 50 or more employees and to all governmental employers regardless of number (Mondy, 2012), it provides certain employees with up to 12 weeks of unpaid, job protected leave per year, and maintained their group health benefits during the leave. (U.S Department of Labor). The right applies only to employees who have worked for the employer for at least 12 months and who have at least 1,250 hours of service during the 12 months immediately preceding the start of the leave (Mondy, 2012).

Fair Labor Standards Act of 1938

It is the most significant law affecting compensation; its purpose is to establish minimum labor standards on a national basis and to eliminate low wages and long working hours (Mondy, 2012). It affects most private and public employment, requires employers to pay covered employees who are not otherwise exempt at least the federal minimum wage and overtime pay of one and one half times the regular rate of pay (U.S Department of Labor), also restrict the hours that children under age 16 can work and forbids the employment of children under 18 in certain jobs deemed too dangerous.

CONCLUSION

The human resources is one of the most difficult tasks for owners of small and large companies, recruitment issues and job security wages, discrimination and dismissal of employees, the above information is only a small part of intricate federal, state and local laws governing labor law and other aspects of human resource management, including laws governing the hiring and firing, wages and benefits, discrimination and harassment, safety at work, workplace privacy, and more.

Bibliography

About.com. (2012). About.com Human resources. Retrieved from definition of Human resources: http://humanresources.about.com/od/glossaryh/f/what_hr.htm

Advameg, Inc. (2012). referenceforbusiness.com. Retrieved from Encyclopedia of Business. Civil Rigth Act of 1991: http://www.referenceforbusiness.com/encyclopedia/Ca-Clo/Civil-Rights-Act-of-1991.html#b

Dessler, G. (2005). Human Resiurces Management. USA: Pearson Prentice Hall.

Mondy, R. (2012). HUman Resources Manangement. New Jersey: Pearson Prentice Hall.

U.S Department of Labor. (n.d.). United States Department of Labor. Retrieved from Family & Medical Leave: http://www.dol.gov/dol/topic/benefits-leave/fmla.htm

USA.Gov. (1978, Oct 18). U.S Equal Employment Opportunity Commission. Retrieved from The Pregnancy Discrimination Act of 1978: http://www.eeoc.gov/laws/statutes/pregnancy.cfm

MANAGERIAL & FINANCIAL ACCOUNTING

MANAGERIAL ACCOUNTING

            Management accounting is considered the process of identifying, measuring, analyzing, and communicating information for the pursuit of objective of the organization (Investopedia US, 2012), this process prepares management reports and accounts to provide financial and statistical information required by managers for decision making in the short term (WebFinance, Inc, 2012) includes the amount of  available cash, produced sales revenue, number of orders in hand, the state of payables and receivables, outstanding debts, raw materials and inventory, and may additionally include trend graphs, analysis variance, and other statistics.

FINANCIAL ACCOUNTING

            According to business dictionary, the financial accounting is a field of accounting that treats money as a means to measure economic performance and not as a factor of production comprising all the surveillance and control of money into and out of an organization, is responsible for prepare financial reports such as balance sheet and income statement of the organization's management, investors, lenders, suppliers, tax authorities and other stakeholders. (WebFinance, Inc, 2012), and produces annual reports mainly for external stakeholders (WebFinance, Inc, 2012).

            Financial accounting reflects the economic activity of the firm; allow users to understand its situation in global and synthetic way (Stolowy & Lebas, 2006).

SIMILITUDES AND DIFFERENCES

Financial and managerial accountings use the same basic information as explain by Stolowy and Lebas (2006) for different purposes, financial accounting tends to be a recording of historical events and managerial accounting use the same information to forecast future situation. (Stolowy & Lebas, 2006)

The key difference between managerial and financial accounting is that accounting information management is intended help the organization charge of making decisions. By contrast, financial accounting is aimed at providing details third person aliens the organization. (Investopedia US, 2012).

References

Investopedia US. (2012). Investopedia. Retrieved from Managerial accountng: http://www.investopedia.com/terms/m/managerialaccounting.asp

Stolowy, H., & Lebas, M. J. (2006). Financial accounting and reporting. London: South-Wester Cengage learnig.

WebFinance, Inc. (2012). BusinessDictionary.com. Retrieved from management accounting: http://www.businessdictionary.com/definition/management-accounting.html

MANAGERIAL AND FINANCIAL ACCOUNTING (brief notes)

Notes: Introduction to Managerial Accounting (2007) (video). 

http://www.youtube.com/watch?v=pBCRmjnwWgo 

Definition: a field of accounting that provides economic and financial information for managers and other internal user.

Management Functions: Planning, Directing, and Controlling.

Managerial Cost Concepts: Direct Material, Direct Labor, and Manufacturing Overhead.

Cost: Product Costs (manufacturing cost): Direct Material, Direct Labor, and Manufacturing                Overhead (Indirect material, indirect labor, and other indirect costs).

           Period Costs (nonmanufacturing costs): Selling expenses and Administrative expenses.

            Value Chain: analysis looks at every step a business goes through, from raw materials to the eventual end user, the goal is to deliver maximum value for the least possible total cost. (Investopedia US, 2012)

            Just in time inventory: to have the supplies a firm needs at the exact moment that they are needed. (Reduce waste and enhance value). (Broyles, Beims, Franko, & Bergman, 2005).

            Enterprise resources planning: a process by which a company manages and integrates the important parts of its business (planning, purchasing, inventory, sales, marketing, finance, HR, etc). (Investopedia US, 2012).

            Theory of Constraints: is a management philosophy that focuses the resources of an organization in improving the performance of the constraint that directly affects profit or loss (Rockford Consulting Group, Ltd, 1999).

ABC: is a costing method that is designed to provide managers with cost information for strategic  and other decisions that potentially affect capacity and therefore fixed cost, is used to determine product costs for special management reports (Accounting for Management, 2012).

References

Accounting for Management. (2012). accounting4management.com. Retrieved from http://www.accounting4management.com/definition_explanation_activity_based_costing.htm

Broyles, D., Beims, J., Franko, J., & Bergman, M. (2005, April). academicmind.com. Retrieved from Just-in-time inventory management strategy & lean manufacturing: http://academicmind.com/unpublishedpapers/business/operationsmanagement/2005-04-000aaf-just-in-time-inventory-management.html

Introduction to Managerial Accounting (2007). [Motion Picture].

Investopedia US. (2012). Investopedia. Retrieved from Value Chain: http://www.investopedia.com/terms/v/valuechain.asp

Rockford Consulting Group, Ltd. (1999). rockfordconsulting.com. Retrieved from Theory of Constraints: http://rockfordconsulting.com/toc.htm