Mid Term Paper

Read one of these books in preparation for writing your midterm reaction paper:

Alvord, Lori & Van Pelt, Elizabeth Cohen: The Scalpel & the Silver Bear (2000)
Fadiman, Anne: The Spirit Catches You and You Fall Down (1997, 2012)

This paper asks for an in-depth discussion of a major theme of the book that can be related to other course materials.  Some questions to consider that may help you organize your thoughts and let you begin to formulate a reaction to the book you choose include:

 Do you agree or disagree with author’s assessments and conclusions?

 Can you identify with the situations and perspectives that he presents?
 Did your opinion change during the course of reading the book? If so, what convinced you and why?
 Did anything surprise you? If so, what? Why?

Your reaction paper should develop one or two primary ideas or perceptions, and then support them with specific examples.  As always, remember to present your ideas and evidence in clear language and a logical order and appropriately cite your resources.  An essential element of this paper is to use citations from your course texts to underscore your perspectives regarding the book chosen for this assignment.
Submit your paper through the assignment link as a WORD DOCUMENT. The paper must be at least 5 pages (main body) long, double-spaced with 1″ margins in 12 point font. When you create your paper you need to name/save and post it as follows: Last name_midterm(Example: Adams_midterm). Please note that the book you choose MUST be listed as a reference. Failure to follow these baseline instructions will result in an automatic loss of 1 point before the grading rubric is applied to the content.

Week Five Assignment

This type of entity will provide the control of a sole proprietorship while placing liability on the business rather than the individual. Fireworks have the potential to be dangerous, causing serious damage to both people ND property. The potential for liability associated with the use and/or manufacture of fireworks is unavoidable. “Any one of the following defects may expose the man effectuate to liability for injuries that are caused by their product: design defect, manufacturing defect and defect in marketing,” (McLaughlin, & Laurite, 2014).
Liabilities associated with these defects include intentional torts, negligence and strict liability. The first step to avoiding an attack on personal assets is relocating operations to an area zoned for the manufacture of fireworks. No matter what the entity, the manufacture of explosives in a residential area will enable a liability protection to be pierced. An intentional tort will occur when the manufacturer sells a product that he knows is defective or dangerous of which injuries are certain to occur. In such cases, ACME has a duty to warn the consumer of potential harm.
If ACME fails to provide warnings or recalls on its products, it can be held liable for battery to anyone injured by its products. According to a 1903 product liability case, a company is liable for failing to notify the buyer that the product is potentially dangerous, is effective, or negligence in the manufacture or sale of a dangerous product. See House v. J. I. Case Threshing Mach. Co. , 120 F. 865 (8th Cirri. 1903). Should a mishap occur during the manufacture, sale or storage; a sole proprietor will be liable for any and all property damage incurred to both himself and/or his neighbors.

With a sole proprietorship there is no legal distinction between the owner and the business thus, he is at risk of losing personal assets in a lawsuit against the business. Should injury, death, or damage to property occur from intentionally manufacturing or selling a ungenerous product, both the manufacturer and suppliers can be sued for unintentional injuries. This risk extends beyond the manufacture and supply of the fireworks; it also includes care in design and use. For instance, should a consumer purchase defective ACME Fireworks from a retailer and sustain injury to him and others, ACME can be sued.
See Boeing Airplane Co. V. Brown, 291 F. Ad 310 (9th Cirri. 1961). “Strict liability in tort arises when someone suffers an injury not from anyone’s willful negligent act, but rather by engaging in some intrinsically dangerous activity or, under certain resistances, through the manufacturing of unsafe products,” (Rogers, S. 2012). Courts today, rationalize strict liability by establishing the fact that manufacturers are better positioned to prevent risk of loss than, that Of the consumer. As such, it is the responsibility of the manufacturer to ensure their products are safe.
In order to be strictly liable for a product, the plaintiff must demonstrate that there is a defect, the defect was caused by the manufacturer and in turn, was the cause of injury. See Kerr v. Corning Glass, 169 N. W.. Ad 587 (Min. 1969). In order to determine Contract Viability, it s important to review the agreements between ACME and the retailers. Examine each contract carefully ensuring it contains five essential elements. The legitimacy of the agreements is dependent upon it containing an offer, acceptance, consideration legality and capacity.
To further explain, an offer is an invitation to enter into a contract. If a company agrees to the terms outlined in the offer, they have then accepted the agreement. Once an agreement has been recognized, it must be established that both parties have intentions to enter into a legal binding contract. The considerations of his agreement are legal exchanges for services or products. For ACME Fireworks, this will include the prices paid for the fireworks and the amounts desired. In order to be legally binding, the cost of doing business must not be illegal and, the ability to perform must not be impossible.
Finally, it must be determined that both parties have entered into the contract freely without coercion or duress. Additionally, the law prohibits contracts made with persons of diminished mental capacity and minors. The contract probability concerns itself with the performance specifications and acquirement of the agreement. Though the agreement appears to be viable, if it lacks a specific performance strategy, it will not have a future. The probability Of the agreement to remain in force will be dependent upon the period of performance and quantities desired during that period.
Fireworks are seasonal whereby; a retailer agreeing to order large quantities on a regular basis is not realistic. There is no guarantee the quantities will remain consistent throughout the contract period. Additionally, ACME is concerned about failing to meet its contractual obligations should it not hire enough people. The basic questions that need to be addressed are: how and when to order, amounts to order and what happens if ACME fails to deliver? The owner is concerned that there will not be enough work for the additional employees once the initial orders have been filled.
The terms and conditions of the contract will determine the type of employees ACME will hire. At-will employment provides no obligation of continuous employment once the orders have been filled. For this reason, the law allows an employer to terminate without just cause or reason. Generally, this rule is applied for seasonal work. ACME Fireworks has several options to consider in meeting contract demands, performance and productivity. By hiring temporary full-time associates, ACME can readily meet demands however; there is no incentive to maintain a standard of quality or productivity.
Same is true for part-time associates as their hours are usually dictated by the needs or demands Of a business. Consideration for casual and day labor employees might prove useful. Casual employees typically work on an as needed basis and usually consist of single parents, college students or applicants seeking extra money. Temp Agencies provide labor on a daily, weekly or monthly basis. Typically, temp agency employees that excel are offered permanent positions within an organization. Hiring regular employees on a probationary basis will allow ACME the ability to meet the quality, performance and productivity of the contract.
Generally a just-cause type of employment this employee is evaluated at the end of a specified period based upon certain criteria. If an employee fails to meet standards then they are usually let go. With the increase in business size and operation certain liabilities can raise concern. It is important to understand the differences associated with the different entities when choosing what best fits your organization. Whether choosing a Sole Proprietorship, a Partnership, a Corporation or a Limited Liability Company, it is important to assess all the risks associated with the nature of the business.
Currently, ACME Fireworks operates out of a garage and the owner enjoys complete autonomy over operations. Operating as a Sole Proprietorship, the business and the owner remain one and the same. This provides the highest risk of loss to personal assets. The disadvantage is that a sole proprietor has limited options for raising capital and no limits on liability for business debts; thus if the business does not fare well, the sole proprietor can face personal bankruptcy,” (Rogers, S. 2012).
As a partnership, ACME Fireworks will share ownership with two or more people. “Partners are automatically owners and managers of the business, and the law presumes equal rights unless the partners have specified otherwise,” (Rogers, S. 2012). In a partnership, taxes are assessed on the earnings of the partners and not that of the business. Should the company become party too lawsuit or is unable to fulfill its contractual obligations, the personal assets of all the partners can be used to satisfy a judgment by the court. Partners are not only liable for their own actions, but also for the business debts and decisions made by other partners. In addition, the personal assets of all partners can be used to satisfy the partnership’s debt,” (SABA. Gob, 2014). Should ACME Fireworks consider a Corporation, it will become an independent legal entity. The owner(s) will then become shareholders which will limit their liability and legal responsibility. In order to remain free of any personal liability, the company must operate according to state corporation laws. If the corporate form of business organization is used to defraud creditors, stockholders will lose the protection of limited liability and will be held personally liable for all debts of the corporation,” (Rogers, S. 2012). Since a corporation requires the filing of complicated forms, annual reports and fees, it can prove costly for a small company. Additionally, a corporation is double taxed whereby; the company pays taxes on its earnings and the shareholders pays taxes on dividends paid UT. A Limited Liability Company (LLC) provides the limited liability features of a Corporation but operates like a partnership or sole proprietorship.
A LLC “typically features easier formation (although filing under the statute is required) and lower filing fees, flow-through taxation where members of a LLC are taxed on their earnings, but the business itself is not taxed, the stability of a corporation (a member’s leaving will not dissolve the LLC), and limited liability, where the business is liable for its debts and the people who own it are not,” (Rogers, S. 2012). Since ACME Fireworks is a small business with a single owner, a LLC will provide a low cost alternative that provides limited protection of personal assets.
Unlike like a corporation, the taxes, profits and losses are passed through to each member of the LLC. Members are protected from personal liability for the actions and decisions Of the LLC. However, in the case of wrongful or illegal acts, the limited liability can be pierced and personal assets can be assessed. Additionally, it is important to separate business funds from personal funds. Should ACME use a personal ann. account to pay its creditors, they can in turn pierce the limited liability and seize the owners’ personal funds. The Federal Government does not recognize a LLC as a separate entity as in a corporation.
As such, the owner(s) of ACME Fireworks will file their shared earnings on their personal income tax. If the LLC is a single owner operation, income will be reported on a Schedule C just like that of a sole proprietorship. Should there be more than one member sharing in the profits and losses, a form 1 065 will be filed as is done in a Partnership. The entire net income of the LLC must be accounted or in the filings of all members involved. The owner of ACME Fireworks has asked for advices in choosing an entity that would provide the least risk to personal assets, should he fail to meet his contractual obligations.
It is important for ACME Fireworks to understand the risks associated with the nature of the business. In assessing the current operation, ACME Fireworks operates out of a garage and currently employs approximately 15 people. The liabilities associated with the manufacture of dangerous materials poses a high risk to personal assets should a mishap occur. Before engaging rather, ACME must consider relocating to meet both local and state zoning laws. Additionally, Federal OSHA standards must be in place in order to release the owner of allegations associated with safety, wrong doing, or negligence.
The law provides certain protections associated with All’s and Corporations. As a sole-proprietor, ACME Fireworks and the owner are one in the same. Should the company fail in its obligations or fail to warn and/or injure a consumer, the owner is held personally liable. If ACME is to pursue a partnership, the partners share in the personal liabilities of the company. For he production of what is considered dangerous materials (fireworks), the risks associated with injuries from product liability to manufacture are substantial.
The company IS liable for intentional torts, negligence and strict liability as such; neither a sole-proprietorship nor partnership is suggested. As a manager of ACME Fireworks, would recommend the company pursue a Limited Liability Corporation. According to the Small Business Administration, “Members are protected from personal liability for business decisions or actions of the LLC,” (SABA. Gob, 2014). Essentially, if the LLC becomes party to a suit or is unable to fulfill its obligations, members enjoy the same protections as that of shareholders in a corporation.
However, as a limited liability company, they are not exempt from litigation involving wrongful acts by its members or employees. In a LLC, the owner will retain control over the company as in a sole-proprietorship and lessens the risk of personal liability. The owner is also concerned with ACME’s ability to meet either contractual obligations or make payroll. The LLC would provide the protections it needs without relinquishing control to a Board of Directors, as in a corporation. Without knowing the specific terms and conditions of the agreements, it is difficult to ascertain viability and validity.

Police Discretion Scenarios Worksheet

Topic 5 Police Discretion Scenarios Worksheet
Instructions: Complete Parts I and II of the worksheet.
Part I: Read the scenarios below and consider the many options an officer has when responding to such situations. Research local police departmental policies regarding such things as mentioned in the scenarios (e.g., Domestic Violence, Disturbing the Peace, Profiling, etc.); things that are common problems confronting the police on a daily basis. In your responses, discuss the constitutional rights and legality behind the problems in these scenarios. Read the scenarios and respond to the prompts for each one. Defend your responses with scholarly research.
Be sure to cite three to five relevant scholarly sources in support of your content. Use only sources found at government websites or those provided in Topic Materials.

While APA style is not required for the body of this assignment, solid academic writing is expected, and in-text citations and references should be presented using APA documentation guidelines.

Note: Word-counts are listed at the end of each scenario.

1) Officer Smith is responding to a call of shots fired with no further information. It is 2 a.m., and in a high-crime neighborhood. Upon arrival at the location, Officer Smith and his backup officer see several teens who see the officers and immediately start to run away. How do you react in this situation and why? (250-300 words) Include in your response:
A. The Constitutional rights and legal issues that may be involved?
B. What other factors or information might emerge that could alter the course of your action in this scenario?

2) Officer Swan is responding to a domestic violence call at a home police are called to frequently. Upon arrival, the husband and wife—who have been verbally fighting—are both clearly agitated and both want the other one arrested. There is no sign of physical injury on either party, but you know that in the past the husband has been arrested and taken into custody for physically harming his wife. For their safety (and your own personal liability) you feel they must be separated for the night but neither will leave of their own accord. How do you react in this situation and why? (250-300 words)  Include in your response:
A. The Constitutional rights and legal issues that may be involved?
B. What other factors or information might emerge that could alter the course of your action in this scenario?

3) Officer Morrison is driving around a high-crime area on routine patrol when she sees two young female teens that appear to be prostituting themselves. They don’t look familiar and don’t look like they are from this area—based on how they are dressed and other factors of appearance. Officer Morrison doesn’t know for sure if they are committing a crime but feels that something isn’t right. Are you legally justified in stopping and questioning them? Further, if you do stop to question them about their ages, can you give chase if they turn and run from you? How do you react in this situation and why? (250-300 words)  Include in your response:
A. The Constitutional rights and legal issues that may be involved?
B. What other factors or information might emerge that could alter the course of your action in this scenario?

Part II: Using your responses as examples, propose at least three strategies or departmental policies that could assist officers in their use of discretion. Support your responses with research. (300-400 words). 

  
What are the four paradoxes of policing that further complicate matters of community relations? Explain which you perceive to be most problematic for police today. 

Week 5

Instructions

Reflection Paper
Reflecting on your learning and engaging with a mentor are important elements in a full, doctoral development experience. For this final, graded assignment in BUS7000, you will construct a reflection paper as your first professional journal. During your program, you will have the opportunity to complete an ungraded professional journal at the conclusion of each course and receive feedback from a faculty mentor. You will have the same faculty mentor throughout your program. By consistently completing a reflection journal, you will build a record of important resources, new insights, action plans, and future directions for research and career.
Tasks:

Synthesize your key learning outcomes over the last five weeks, including important resources and new insights.
Summarize: In what ways might you see yourself fitting into the business or academic world after you complete your degree?
Justify your specific action plan going forward.

Evaluate content areas of research that have piqued your interest. Where might you focus your research in the coming courses? Have you assessed possible dissertation topics?
Critique potential areas of impact or opportunities for your career.

Submission Details:

Submit your paper in a 4 to 5 page Microsoft Word document, using APA style.

wk3 assignment

Annotated Bibliography

The purpose of the annotated bibliography is to assist you in developing research analysis skills, including critical thinking and writing. The annotated bibliography should include the following information for each source:

Name of the article, including the complete bibliographic citation, using APA format
Summary/abstract of the article—annotation. Sometimes it is helpful to ask yourself the following questions in synthesizing the information:

Who? (author)
What was done? (e.g., an experimental study investigating the interaction of short-term memory and attention)
How? (was it done)
What were the findings? (identify the major ones)
Contributions? (new findings, applications, etc.)

To conduct accurate research for the annotated bibliographies consider the following:

Research in peer-reviewed journals or other journals that are considered to have reliable information. (Do not use sources from the secular press, i.e., Time, Newsweek, or Wikipedia.)
You need at least six articles from professional scholarly journals, three of which come from the Ashford University Library. If you do find something on the World Wide Web, it must be authored and be a reliable source.
In these journals, the research and information is either reviewed by an editorial team (such as for the Academy of Management Review) or a group of peers (as in many journals you find through the Ashford University Library).
See the Sample Annotated Bibliography in the Ashford Writing Center.

The paper must be at least three pages in length (excluding the title and reference pages) and formatted according to APA style. You must use at least six scholarly resources, at least three of which can be found in the Ashford University Library. For information regarding APA samples and tutorials, visit the Ashford Writing Center within the Learning Resources tab on the left navigation toolbar.

Major Parts of Corporate Entrepreneurship.

* 4 major parts of corporate entrepreneurship. 1-New business venturing ( corporate venturing) Corporate venturing refers to the creation of a new business within an existing organization. Business dictionary defined corporate venturing as the practice where a large firm takes an equity stake in a small but innovative or specialist firm, to which it may also provide management and marketing expertise. Specifically, corporate venturing emphasized an internal capital resources, proprietary knowledge, and marketing expertise.
The concept of corporate venturing has existed for many years in the US where many of the top companies have a venture capital fund or offer strategic alliances. While the number of companies involved is much smaller in this country, it has existed for many years and in many sectors. Traditionally corporate venturing has appealed to high-growth sectors such as pharmaceutical or technology companies. 2. Innovativeness It’s product and service innovation, with emphasis on development and innovation in technology.
The innovation of product and services are crucially important to every economy. Innovation and new business development can be initiated by independent individuals or by existing enterprises. Corporate entrepreneurship is ever more considered as a valuable instrument for revitalizing existing companies. It is brought into practice as a tool for business development, revenue growth, and profitability enhancement for pioneering the development of new product, services and processes. 3. Self-renewal

It’s transformation through renewal of key ideas on which an organization is built. Self-renewal has strategic and organizational change implications and includes the redefinition of business concept, reorganization, and the introduction of system-wide changes for innovation. Self-renewal is entrepreneurial because it involves entrepreneurial efforts that result in significant changes to an organization’s business or corporate level strategy. 4Proactiveness This term includes initiative, risk taking, competitive aggressiveness, and boldness.
It attempts to lead rather than follow competitors. A proactive firm is inclined to take risk through experimentation. Some opinion conceives of proactiveness as a continuous search for market opportunities and experimentation with potential responses to changing environmental trend. Entrepreneurial proactiveness depends on the attractiveness of an opportunity and ability of the firm to grasp once it is perceived. Organizational performance depends on entrepreneurial proactiveness if there is uniqueness in the creation of new product from the available resource

Jesus Camp

“Jesus Camp” A growing number of Evangelical Christians believe there is a revival underway in America that requires Christian youth to assume leadership roles in advocating the causes of their religious movement. “Jesus Camp” follows three home-schooled Missouri kids—12-year-old mullet-haired Levi, who was saved at 5; 10-year-old soldier’s daughter Tory, who loves dancing to Christian heavy metal; and 9-year-old Rachael, who breathlessly approaches strangers to talk about Christ—to Pastor Becky Fischer’s “Kids on Fire” summer camp in Devil’s Lake, North Dakota.
At this camp, kids as young as six years old are taught to become dedicated Christian soldiers in “God’s army. ” The film follows these children at camp as they hone their “prophetic gifts” and are taught how to “take back America for Christ. ” Wielding everything from PowerPoint to plush toys to illustrate the wages of sin, the impassioned Fischer has a clear-eyed view of children as malleable material, ripe for the inculcating. When they are not speaking in tongues, pledging allegiance to the Christian flag, or blessing a cardboard cutout of George W.
Bush, the kids rally round to hear Fischer and others entreat them to “join the war,” “fix the sick world,” and fight abortion. The film looks into an intense training ground that recruits born-again Christian children to become an active part of America’s political future. The fundamentalist revival is a concept that can be associated with “Jesus Camp. ” While many of the large, mainline churches have lost members, other churches (such as the Evangelical Christian churches) have gained members.

Contrary to mainline Protestants, Evangelical Christians emphasize a literal interpretation of the Bible. They also stress emotional demonstrativeness rather than quiet, inward devotion at church services (Thio, 2007, pp. 354). For instance, the kids who attended “Kids on Fire” summer camp spoke in tongues, pledged allegiance to the Christian flag, and blessed a cardboard cutout of George W. Bush instead of quietly praying during church services. Bibliography Thio, Alex. 2007. Society Myths and Realities; An Introduction to Sociology. Boston, MA: Allyn and Bacon.

Solutions to global issues

LogoutShalanda Moore

SOLUTIONS TO GLOBAL ISSUESSOC450034VA016-1196-001
WEEK 10
SUBMIT ASSIGNMENT 3B
UPLOAD ASSIGNMENT: ASSIGNMENT 3B – CLICK HERE TO SUBMIT

Solutions to Global Issues (SOC450034VA016-1196-001)

Getting Started
Course Info
My Professor
Announcements
Gradebook
eBook
Strayer Writing Standards
Your Course
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week 7
Week 8
Week 9
Week 10
Week 11
Help/Resources
Email
Media Gallery

  ASSIGNMENT INFORMATION

Due DateMonday, September 9, 20199:00 AMPoints Possible100
Assignment 3b: Analysis on the Threats Defense Argument
Due in Week 10 and worth 100 points
The information you provided in your PowerPoint presentation on Threats to the Global Environment has led to productive debates at the United Nations General Assembly! Hence, they are now asking you to create an additional analysis report to respond to the issues raised in these debates.
Your fourth project as a consultant for the United Nations is to develop a report that addresses the issues raised by some of the member states of the United Nations.
Step I. Consider the Issues

In Assignment 3a, you were asked to create a PowerPoint identifying the four most critical threats out of eight threats provided in the table below.

Energy sourcesCivil warGlobalizationPoor health of entire populationsLack of educational opportunitiesCultural taboosInappropriate uses of technologyClimate change
There are four remaining threats that you did not discuss in your PowerPoint. This assignment will focus on those four. Here are the specific tasks you will complete:

Review the remaining four threats that you did not use in Assignment 3a.

Pick two of the four to focus on in Assignment 3b.
Identify the reasons why you think these two threats are less critical than the four threats you chose for your PowerPoint presentation.
Step II. Prepare Your Report
The UN has given you the following guidelines.
Introduction
Briefly introduce the topic of the analysis (about 100-150 words).

State the topic and intent of the paper.
Identify the four threats you will discuss in the paper in the order in which they appear in the paper.
Section I. Threat 1

Write an opening statement describing the perception of the threat.
Write one page giving three reasons that explain why you saw this threat as less critical than the four you chose for your presentation in Assignment 3a.
Support these reasons with at least three credible sources.
Section II. Threat 2

Write an opening statement describing the perception of the threat.
Write one page giving three reasons to explain why you saw this threat as less critical than the four you chose for your presentation in Assignment 3a.
Support these reasons with at least three credible sources.
Conclusion

Offer a summary (one page or less) of your defense of your choices that the United Nations can use to address their prioritization concerns.
Formatting Requirements

Your paper may consist of up to four pages (not including the cover or reference pages).
Create headings for each section of your paper as follows:

Introduction
Threat 1 (include the name of your chosen threat)
Threat 2 (include the name of your chosen threat)
Conclusion

Use and cite four to six credible sources in your analysis. You may use the same source for more than one threat as long as you use a minimum of four different sources. A list of potential resources is available at the end of this course guide.
Make sure your paper contains both in-text citations and a source list, per SWS guidelines; refer to the Strayer Writing Standards (SWS) document for reference.
Include a cover page with your name, the date you submitted the paper, and your instructor’s name.
The specific course learning outcome associated with this assignment is as follows:

Examine the factors that account for why the growth in the world’s population can negatively affect the global society

Sofield Digital, Company Profile

Sofield Digital Solutions Sdn Bhd (SOFIELD Digital), Co. No. 862629D, formally known as Sarasutra Logistics Sdn Bhd is a 100% Bumiputra-owned Company and was established on 30th. Jun 2009 with paid up capital of RM 100,000.00. The Company assumed its current name on December 2013 and shall commence its business operation in January 2014. The Head Office address is at Lot 8, Grace Square 1, Pantai Sembulan Road, 88100 Kota Kinabalu, SABAH. Our Corporate Office is located at No. 189, Block E-11-4, Megan Avenue 1, Persiaran Hampshire, Off Jln. Tun Razak, 50400 Kuala Lumpur.
SHAREHOLDERS & BOARD OF DIRECTORS
The directors of the SOFIELD Digital are En. Saiful Redzuan bin Suhaili and En. Syahirul Fauzee bin Suhaili. The new additional director to be appointed is En. Syahirul Fazly bin Suhaili, he is also the COO of the company. Dato’ Suhaili Abdul Rahman is the major shareholder of Sofield Digital Solutions Sdn Bhd. Dato’ Suhaili also holds majority shareholding in Sofield Marine & Offshore Sdn Bhd, a company actively involved in the provisioning of ship management, ship broking and marine consultancy services.

Dato ‘ Suhaili Abdul Rahman is a former Member of Parliament of Labuan and a former Chairman of Labuan Corporation. He holds a Bachelor of Science (Economics) University of London and a Master of Business Administration (MBA) in Marketing Strategy, University of Hull , United Kingdom. All directors play active roles in managing the business.
KEY MANAGEMENT TEAM
(1) Chief Executive Officer
Mr. Amran Abdul Rahman has been appointed as the Chief Executive Officer of Sofield Digital Solutions Sdn Bhd in December 2013. Amran has over 25 years of working experience in the telecommunications field and is a member of the
Asian Institute of Management (AIM). He started his career in 1981 in various industries, including finance & banking, petroleum, insurance, retail and government sector. In the telecommunications front, Amran has managed the sales & marketing, business development, regional operations and special project of companies such as TM Touch, Celcom and KUB Telekomunikasi, Sector Solutions, Green Packet Berhad and ALTEL Communications Sdn Bhd.
He began his career in ICT sector when he joined Giat Electronic Sdn Bhd (Local representative for Racal-USA) in 1987, then he joined Celcom in 1989, attached to Market Development Department and later assumed the role of Head of Marketing, Celcom Northern Region. He was seconded to Sabah in 1991 as the Regional Manager and was later promoted to General Manager for Celcom Sabah Region. It was during this time that the company was making its first headways into the east. He pioneered not only in the setting-up of the operations but also in helping transform Celcom to be the market leader in the region. His last position with Celcom was General Manager of Celcom Timur (Sabah) Sdn Bhd.
In November 1999 he joined KUB Telekomunikasi Sdn Bhd., and successfully spearheaded the planning, development and implementation of the first GSM project in Mogadishu, Somalia. He was also responsible for the setting-up of the first broadband wireless internet access network and commercial service deployment in Malaysia under the brand name B-WISE (Broadband Wireless Internet Access Service).
In May 2002 he joined AtlasONE Sdn Bhd as the Senior General Manager, Enterprise Business Group and later was appointed as the Senior General Manager/Acting VP, Sales & Marketing Division. His major achievements include the exclusivity arrangement with state governments & MCMC on the provisioning of broadband infrastructure and service deployment to Northern and Southern Regions under the Malaysian Broadband Plan. He was also actively involved in the Ministry Of Education/MCMC’s Smart School Proof – Of – Concept exercise in Kelang Valley and participated in MCMC’s USP Tenders
for the Setting-Up and Operations of Community Broadband Centers. Amran holds a BBA (Hon)/ADBS, majoring in Marketing.
(2) Chief Operating Officer
Mr. Syahirul Fazly bin Suhaili holds a Bachelors Degree In Business Administration and has gained good business experiences in various fields – Information Technology, Logistic and Oil & Gas. Mr. Syahirul Fazly will be appointed as the new director of the company.
(3) Vice President, Technology & Corporate Affairs
Mr. Abdul Karim Abdullah has been appointed as the VP – Technology & Strategic Planning of Sofield Digital Solutions Sdn Bhd in January 2014. Karim has over 20 years of working experience in the telecommunications field. Abdul Karim Abdullah was formerly:
– Vice President – Software Development with CELCOM
– Vice President – Eastern Regional Operation with CELCOM and  General Manager -Architecture & Planning, Information System Department with MAXIS.
– Vice President – Technology & Strategic Planning with Sector Solutions Sdn Bhd (NSP, NFP & Norminated NFP).
He was the pioneer in the establishment of CELCOM in 1989 and has gained vast experiences in telecommunication during his tenure with both major players in the industry. Prior joining the telecommunication industry, he started with banking and finance industry namely with Bank Pembangunan Malaysia Berhad (formerly known) and Kewangan Usaha Bersatu Berhad. He has the exposure of working with established consulting firm namely Andersen Consulting and Ernst & Young and that gave him added advantage delivering quality deliverables. He experienced entrepreneurship in 1998 after
MAXIS employment and has done extremely well and managed to secure a sustainable deals and contracts.
2.0 ORGANIZATION CHART
Initial Set-Up to Support the Business Model for the Provisioning of Digital Solutions & Applications Services.
BOARD OF DIRECTORS
& COUNCIL OF ADVISORS
CHIEF EXECUTIVE
OFFICER
CHIEF OPERATING
OFFICER
VP – COMMERCIAL
VP – CORPORATE AFFAIRS
VP – TECHNOLOGY & NETWORK
MARKETING, CUSTOMER
SERVICE & BUSS
OPERATIONS DEPT
FINANCE, ADMIN & PROJECT
MANAGEMENT DEPT
NETWORK OPERATIONS &
PARTNERS SUPPORT
HEAD OF BUSINESS DEV &
OPERATIONS
HEAD OF PROJECT & ADMIN
HEAD OF NETWORK & ENG
SERVICES
B. O. OFFICER (1)
SALES & MKTG OFFICER (1)
CUST SERVICE OFFICER (1)
F& ADMIN OFFICERS (2)
PROJECT SUPERVISOR (1)
Dept. Job Scope:
1. Sales & Marketing Operations :
a. Mktg & Sales Plann. & control
b. Market Dev & Partners Mgmt
c. Mktg & Sales SOPP & Policies
d. Product & Svs Dev & Mgmt
e. Marketing Communication
2. Marketing Promotions
a. Marketing Awareness program
b. Mobile Exhibition/Road show
c. Presentation & Demo
3. Cust & Channel Serv. & Support
a. Customer Care Operations
b. Channel Performance audit
c. Channel Training and Dev.
d. Channel Performance Report
e. Channel Supp. Program
f. CSS SOPP & Policies
g. Cust& Channel Awareness
Program
i. Handling Enquiries/Tele Mktg
4. Help Desk & Telemarketing
Operations
Dept. Job Scope:
1. Finance & Account :
a. Manage accounting system
b. Implementation of SOPP
c. Daily account/Fin Operations
d. Manage & monitor monetary
transaction – sales, collection,
purchasing, claims, commissions
e. Budgeting & Costing
f. Business & Partners audit
g. Finance and accounts report
2. Adminstration
a. Office Admin & Human Resource
b. Purchasing, logistic, insurance
c. Manage asset, equipment, infra,
CPE/MUE, VAS equip
& accessories
.
3. Supervise Partners (VAS & Apps)
a. Suppliers for VAS & Apps
b. Manage Installers/Contractors,
Suppliers’ payments
4. Corp & Strategic Planning
TECHNICAL OFFICERS (3)
Dept. Job Scope:
1. Network & Engineering Services
a. Operations and maintenance
b. Network optimization- coverage,
Service & network performance
c. Network Monitoring & Control
Center
2. CPE/MUE/VAS Equip & Accessories
a. Installation and Maintenance
b. Channel Tech Support & Training,
c Hardware configuration &
Firmware management
3. Supervise Partners(Eng Svs)
a. Installers
b. Contractors
3.0 VISION, MISSION, STRATEGY & VALUE
VISION
We want to be a world class Digital Systems & Solutions Provider, through leverage Information and Communications Technology, to contribute our bits in Multi Super Corridor success and deliver Total Multimedia & Communications Solutions to our Customers for achieving strategic advantage, in turn derive to Business Success.
MISSION
To focus on our customers’ challenges and needs by providing excellent solutions and services in order to consistently create maximum value for customers.
OUR STRATEGY
– To provide innovative products and services to our customers to meet and exceed their expectations in the fast-changing market.
– To customize and deliver integrated solutions and services to maximize investment returns to our customers.
– To continuously conduct R&D for improvement and invention of new technologies and solutions to stay ahead of the global competition.  To recognize, develop and retain our most valuable human capital and to nurture a conducive environment for their success.
OUR VALUE
-Growing together with our Customers
-Win-Win Mentality
-Contributions and Return balancing
-Continuous Rapid and Orderly improvement
-Excellent Quality Information and Communication Technology Services
4.0 NATURE OF BUSINESS
Sofield Digital Solutions Sdn Bhd (SOFIELD Digital) provides & integrates a comprehensive range of Multimedia & Communications services, systems & technologies, including provisioning of systems equipments & accessories, solutions design, management and deployment relevant to customers business needs to reduce their costs and increase their competitiveness in today’s global economy. Our strategic partnership with leading International ICT Consultants & Vendors, Contents & Applications Providers, Telcos, Celcos and Carriers’ Carrier allow us to leverage and position your business on an efficient and productive edge.
In providing for better and competitive solutions for our clients and prospects, SOFIELD Digital’s solutions product portfolio includes in-house customized products and solutions from major multimedia & communications principals and providers.
SOFIELD Digital overall strategy is to be the front-runner in the provisioning of ICT solutions on both Fixed & Wireless Technology Platform, and part of the strategy is to build a customers’ network that can support current and other applications of tomorrow.
SOFIELD Digital solutions would provide customer with immediate access to the state-of-the-art technology that incorporates all the tools and techniques for monitoring, control and management of a network. The significance of this solution is that our customer will be able to set up its network with minimal upfront investment. This will greatly reduce customer’s risks and manpower in setting up and managing data communications network.
SOFIELD Digital’s management team & business partners possesses years of experiences in providing voice, data & video communications services, backed by strong network management and maintenance setup which consist of local & international expertise. This means that our customers will be assured with
high quality services, together with the consultancy on detailed planning and implementation of network, comprehensive daily network management, continuous support in optimizing the network availability and performance. In conclusion, being a total multimedia & communications solutions provider, SOFIELD Digital is committed and accountable to provide total integrated business solutions and end-to-end managed service and technical support. Our aim is to enrich life through innovative ICT solutions.
5.0 PRODUCTS & SERVICES
5.1 FEATURED SERVICES
We provide a broad range of ICT solutions & supports, including design, supply, management and deployment relevant to your business needs to reduce your costs, and increase your competitiveness in today’s global economy. Our strategic partnerships with leading Multimedia & Communications solutions providers allow us to leverage our customer business through high quality services and solutions.
– ICT Consulting
SOFIELD Digital’s Consulting Services helps customers identify hidden value and create growth through business and technology innovation, while also enabling cost efficiencies that generate industry-leading business and ICT performance. Our thought leadership looks at the future to anticipate major market transitions and help customers prepare for them.
– ICT Technology & Infrastructure Development
Utilizing the latest telecom technology platforms bundling with innovative applications & value added services to fullfil customers requirement on ICT Infrastructure for various initiatives i.e. Green
Fields, Digital Oil Field, Digital Campus, Digital Communities, Smart City/Township, Educity, Intelligent Building Concept and others.  ICT Business Solutions Provisioning
a. Voice, Data, & Video – Fixed & Mobility.
b. Corporate Access “Leased Line”:
Straight Forward Internet Leased Line – End to End Connectivity Solution Across Geographical Location with prescribed capacity. c. Machine To Machine (M2M), Focus on Key Products:
Fleet Management
Asset Management
Telemetry & SCADA
Security & Surveillance
Tracking & Monitoring
SIM Bonding & etc
d. Fixed Wireless Business:
Office CallSaver & VirtuEXT
e. Business Application:
PortaBiz on SAP Mobility
Mobile Device Management
f. Enterprise Messaging:
Enterprise Messaging Services (EMS)
Enhanced Enterprise Messaging (EEM)
– ICT Adoption In Oil & Gas Industry – The Digital Oil Field The upstream oil and gas sector is currently facing a major challenge: how to increase the production and the profitability in spite of the volatility of the oil prices, the declining reserves and the remodeling of the industry’s processes and regulations. Sofield strongly believes that the oil and gas companies can intensely leverage ICT in order to facilitate, enable and support most core functions including exploration and production.
– Custom Contents & Applications Development
We design, develop and deploy custom built Contents &
Applications specific to your business needs to reduce your costs and increase your competitiveness in today’s global economy.
– Business Continuity and Recovery
e-Business needs 24×7 availability. You can trust our ICT solutions to recover mission critical information and it’s related systems.
– Networking
We design your network infrastructure for deployment and
ease of maintenance services in accordance to best industry
practices.
5.2 SYSTEM INTEGRATION
Sofield Digital Solutions Sdn Bhd is a full system integrator providing digital solutions for complex ICT systems as well as designing and developing standard & customized application software for various market segments/by industry: Telecom, Energy, Government, FSI (Finance, Securities & Insurance), Oil & Gas, Manufacturing, Plantation/AgroTrade, Trade Logistics, Healthcare, Education (Digital Campus Solutions), Transportation and more.
We work with our business & strategic partners to offer a full spectrum of services including strategic consulting, communications and network services, system design and development, intranet & Internet business solutions & services, implementation and customer education.
– Internet/Intranet Services
SOFIELD Digital performs complex Internet/intranet solutions and services. The emphasis is especially made on system and data security. We are strongly committed to Web application development and deployment allowing for the most effective and up-to-date user oriented solutions. The basic application functions include Web applications, Business Intelligence Systems, E-Commerce, Multimedia dynamic presentations etc.
– Implementation
Implementation of extensive information system is a complex effort often involving significant changes in the client’s organization. SOFIELD Digital has extensive experience in implementing large-scale systems. We utilize a proven implementation approach that has been successfully applied in numerous organizations. In successfully implementing complex ICT systems, extensive customer support is essential. SOFIELD Digital pays special attention to customer support throughout the development of the system and continues to provide support for the entire life p of the implemented system
– Communication and Network Services
A key element of most large information system is communications. The field of communications has rapidly grown in number of options and their complexity. Designing and implementing networks is a complex activity that requires a high level of expertise and versatile hands-on experience. SOFIELD’s experts successfully solve these problems as part of providing customers with effective solutions. Network services include network design (high level and detailed plans), internet/intranet functionality, and network implementation and testing.
– Customer Education
SOFIELD provides extensive education and training to customers as part of the ICT solution. The education and training covers all users types (top management to data entry operators) and includes areas of system and application software, data base management systems, use of CASE tools, management systems (e.g. ERP, JIT) and network operation. The courses are held at the user site or at SOFIELD/Partner’s Media training center. 5.0
SITE MAP
SOFIELD web site (under construction) will consist of six main menu. There are Services, System Integration, Contact Us, Sitemap, Company Profile and Achievement. Under System Integration includes Consulting, Implementation, Internet/Intranet Services, System Design and Development, Communications & Network Services and Customer Education.

Project Managers

With the rapid advances currently being made in information technology there has now become an increased need for Project Managers. The scale and number of projects has increased thereby increasing the risk associated with these projects. With this in mind the choosing of project managers with the required skills to ensure the successful completion of projects has become critical and organizations have recognized that the choosing of the right individual to lead a project can have a significant bearing on the success of the organization.
There are countless project management certifications, methodologies and text books that give their own interpretation of what us considered a “best practice” and every methodology can bring value if applied appropriately.
Methodologies are better viewed as valuable frameworks or toolkits from which a skilled and experienced Project Manager can select the relevant components, probably different components for different projects, and apply them where appropriate, not just for the sake of it or because it says so in the manual. So, if the methodologies and certifications only make up a part of the profile of a good project manager, what the other attributes and traits do we consider to be most important in a project manager?

Adaptability
An often-used word, but project managers need to be able to react to change. They need to be dynamic, flexible and adaptable. Of course, setting out a comprehensive plan, with clear dependencies, milestones and completion dates is a key part of project planning but if all that was required to be a successful project manager was to set out a plan at the outset and then sit at the tiller and gently steer the project team through the plan, everybody would be doing it.
When the inevitable happens and the risk becomes an issue, or the customer changes their requirement, or a key engineer resigns, this is when good project managers really come into their own. The ability to react quickly, to have an answer before most people have even realized what the question is and to have a contingency plan, a Plan B and a Plan C sets good project managers apart.
Pragmatism
The Project Manager who constantly falls back on, or some might say hides behind, process is unlikely to prosper in the real world. We’d all like to deliver our projects to the letter of a recognized methodology, but if it was as simple as just obtaining a PRINCE2 or Agile certification and then carrying the manual around with you, good project managers wouldn’t command the salaries they do.
A successful project manager will balance the essential process and rigor with the need to be pragmatic at times and to bend the rules occasionally. There’s no room for mavericks when delivering large enterprise projects, and we’d recommend that doing things outside of process first receives the endorsement of somebody with appropriate authority, but when rigidly adhering to process means that you miss a customer delivery deadline that you would otherwise have hit, possibly with financial or reputational implications, that’s the time when an experienced and aware project manager will propose the pragmatic approach.
Logical Mind-set
The ability to look ahead and logically fit together the pieces of a complex implementation is of great value to a project manager. A bigger picture view and understanding of dependencies and why certain activities need to be sequential makes project planning a lot easier and significantly increases the likelihood that a plan is accurate and effective.
Some of the best technical and innovative minds, the types of individual that are key to delivering technology, are hopelessly devoid of organization and methodical thinking. The project manager has to bring the logical outlook that pulls it all together, and a strong project manager will have the confidence to challenge the thinking of the most brilliant engineer if he or she is failing to look beyond their own small area of the overall implementation.
Communication
No surprises here. Most project managers would list communication as one of the most important aspects of project management. Indeed, most project management methodologies dedicate specific coverage to communication and the Comms Plan. How and to whom a project manager communicates is vitally important. All projects should set out at the outset how they will formally report progress, risk ; issues, exceptions and escalations. This is the formal part. In addition to this, a good project manager will make sure that key stakeholders always have just enough information but not too much and are never caught in a position where the first they know of an issue or problem is when the customer escalates it to them. Different stakeholders like different approaches and the project manager needs to quickly establish how best to communicate informally with stakeholders, be it email, phone, walking over to their desk, or a chat at the coffee machine. An important point made verbally is always best followed up in writing.
Relationships
Good relationships go a long way when trying to achieve project success. The project manager who invests time into building relationships with key players will find themselves well positioned when the pressure is on and it’s necessary to ask more of the project team, or when relationships with clients become strained due to delivery challenges.
Ten minutes invested in providing counsel to a frustrated engineer, showing some empathy and letting him get a few gripes off his chest, can pay dividends when you need that same engineer to work late on a Friday night to get an installation finished. It’s not just relationships with key contributors in the project team that are important.
Forming a strong relationship with a delivery counterpart within the client’s organization is also important. When you’re both in front of the customer’s programme sponsor at the monthly steering board and the meeting isn’t going well due to challenges or delays on the project, you’d rather be side by side and aligned with your client counterpart, who reports into that programme sponsor, than be the individual who gets hung out to try and made a scapegoat.
Political Awareness
Many a talented project manager has fallen down or been made the scapegoat for project failure because they didn’t get to grips with the politics of either their own organization or that of the customer. A good understanding of when to speak, when to just keep your head down and listen, who to trust, who to be wary of, who you must keep on the right side of and where the real power and authority resides will all increase a project manager’s chance of success.
Let’s be completely honest, sometimes a project is just going to fail, regardless of who the project manager is. A project manager who can navigate the political landscape (as well as having a lot of the other traits we list here) will emerge from a challenged project with their reputation intact, possibly even enhanced.
A project manager who neglects this area runs the risk of being made the fall-guy and going down with the sinking ship. Some of this only comes with experience, and there are very few project and programme managers who would honestly tell you that they hadn’t been burnt by organizational politics at some stage in their career.
Authoritative
Another area that sometimes only comes with experience, but being authoritative, or at least giving the impression of being calm and in control, even when you haven’t got all of the answers, will inspire calm and confidence in stakeholders and project team members. Nothing erodes customer confidence or encourages an angry client to go for the jugular like a project manager who mutters his way through an update or shows uncertainty and hesitation when answering a difficult question.
Inclination to question and challenge
The project manager who takes everyone and everything at face value runs the risk of having the wool pulled over their eyes. Of course, delegation is a key aspect of project management and whilst having overall accountability, the project manager cannot take responsibility for everything.
But as a project manager, the ability to quickly identify the right questions to ask, who and when to challenge, and who and when you can trust is another key trait. As a Project Manager, you never want to be in a position where your senior stakeholder or customer is asking the questions that you should have asked yourself or is asking you questions that you can’t answer because you haven’t asked the right questions of your team.
Delegate but keep control
There is a place, on small, simple, projects for the “player manager” to use sporting parlance, the individual who does some basic project management as well as being responsible for actually carrying out some of the actions. Similarly, its sometimes valuable when a project finds itself in “all hands-on deck” mode if the project manager can roll up his sleeve and start crawling under desks to trace cables, deploy handsets or drive a piece of kit from one site to another.
However, typically a project manager can’t afford to be in the detail of configuring equipment, taking part in the physical installations or touching kit. A project manager incapable of staying out of the weeds will eventually fall foul of this because they will neglect the true project management responsibilities and tasks that they should be carrying out. A project manager needs to establish the governance and rules with project team members in terms of what they need to be made aware of and what they are happy to delegate and leave in the hands of the project resource who owns the action.
Experience
Unfortunately for any new project managers on the block, the reality is that the big jobs normally go to project managers who have been around the block a few times. Not what you want to hear when you’re trying to break into project management but, arguably more so than in a lot of other disciplines, the best project managers have normally been doing it for a while.
An installation technician can leave the training lab knowing all they need to know about how to physically rack and stack kit and connect it to the network. An engineer can attend a training course on how to configure a switch or router. Individuals with the appropriate training can be immediately effective in these types or roles, even if they have little or no real-world experience.
Clearly there are enough project managers around to demonstrate that a lack of experience isn’t an absolute barrier to entry but if we’re talking about the best project managers, those who are entrusted with the complex projects and the high-profile clients, experience plays a major part. With experience, all of the other traits on this list are likely to be developed and enhanced to a higher level.
When a challenge arises, the experienced project manager who has seen the same or similar situations before is more likely to have learned the lessons and gained first-hand knowledge of what will work and what won’t work. Sadly, for those looking to enter project management and go straight to the top of the pile, you can’t teach experience.