1. How would you evaluate the capital budgeting method used historically by AES? What’s good and bad about it? Historically‚ the AES capital budgeting method primarily used the following assumptions: • All nonrecourse debt was regarded as good • Dividend cash flow were considered equally risky • Project was evaluated by the equity discount rate for the dividends from the project • A 12% discount rate was applied to all projects. The historical method is quite simplistic
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Power is Money; Money is Power Power is money and money is power. There are many more examples of this now than anytime in the past. One of the most obvious examples is politics. Ross Perot was an unkown multimillionaire and his money is the only reason that he made it into the presidential election. If a man who earned a standard salary wanted to run for president‚ he would have almost no chance at all unless he was backed by people with money. Every four years when the U.S. Presidential
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Have you ever watched in disbelief at other peoples achievements‚ thinking to yourself how were they able to get there? The Answer is exactly the opposite of the following statement "There are no challenges so difficult‚ no goals so impossible‚ as the ones we set ourselves’’ It’s because they themselves set their goals and as a result made it happen. The goals that we set ourselves may surely be very hard to achieve sometimes but still possible. on the contrary‚ the challenges that happen to us unexpectedly
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1. Nuclear power and solar power: Goal: Which is better for people? Argue Solar power is better than Nuclear power Points: Pollution free – production Safety Convenience Human beings have been using fossil fuels for hundreds of years‚ satisfying the demand of industrialization. The behavior of using fossil fuels‚ on the other hand‚ causes huge pollution‚ such as soil‚ water and atmosphere contamination. In addition‚ fossil fuels‚ such as solid‚ liquid and gas‚ are all facing on the exhaustion
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Human Resources at the AES Corporation: The Case of the Missing Department discuss the effectiveness of AES’ approach to HRM‚ and make recommendations for the future. Table of Contents INTRODUCTION 4 ADVANTAGES OF AES’ APPROACH 5 CONCERNS 6 RISKS GOING FORWARD 7 RECOMMENDATIONS 8 CONCLUSION 9 APPENDIX 10 BIBLIOGRAPHY 11 INTRODUCTION AES’ annual results speak for themselves‚ financial data available‚ from 1991 to 1996 shows that
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Case Study Analysis Part B “Power Play for Howard” Team members MGT 445 April 17‚ 2011 Instructor The Issues Wes Unseld has a couple of objectives during the negotiation including resigning Howard and preserving the fiscal health of the organization‚ while making the fans of the Washington Bullets happy. In addition‚ Unseld must
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SESSION TEN LANGUAGE AND POWER (2): POWER BEHIND DISCOURSE Main points in this session: 1. Power behind discourse: Standard language 2. Power behind discourse: discourse types as ‘effects of power’ 3. Power and access to discourse The idea of ‘power behind discourse’ is that the whole social order of discourse is put together and held together as a hidden effect of power. Fairclough (1989) = three aspects of ‘power behind discourse’‚ i.e. of hidden effects of power: 1. Standard language
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To what extent is Hamlet a domestic or a commentary of power politics at play? In the early 1600s‚ the time that “Hamlet” was written‚ the themes of power politics related to the domestic would have been far more relevant to the audience as at this time‚ these two themes intertwined particularly within the monarchy which is hereditary meaning that the power comes from family. Again this link is demonstrated by James I’s 1603 speech to Parliament where he stated that he was “the Husband and the
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1. Describe AES’s organizational structure? What are its authority structures and control processes? What role do values play in this structure? AES organization has developed a unique decentralized “honeycomb” structure (See Exhibit 1) based on its core values. Their innovative authority structure empowered people at every organizational level to make decisions and take responsibilities according to the business needs. It helped company to achieve flexibility and accelerate decision-making
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4.2.2.1: Power distance: The power distance dimension displays the equality in societies‚ but it also expresses how the societies’ attitude is towards the inequalities. The power distance of Belgium is 65‚ while in the Netherlands it is 38. Therefore‚ it is clear that there is a cultural difference with the power distance as shown at figure 9. Belgium: Belgium scores high with the 65 power distance‚ which means that they accept and expect inequalities. In a high power distance culture it is likely
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