Investment Banks and Commercial Banks Are Analogous to Oil and Water: They Just Do Not Mix :: History Argumentative Persuasive Essays

Investment Banks and Commercial Banks Are Analogous to Oil and Water: They Just Do Not Mix As a result of more than 9,000 banks failing during the Great Depression years of 1930-1933, bank regulation was greatly tightened in the United States. The legislature felt the unethical actions from the integration of commercial and investment banking aided in these failures for three main reasons: banks invested their own assets in risky securities, unsound loans were made to boost the price of securities of companies whom the bank had invested in, and the commercial banks interests in the price of securities tempted bank managers to pressure customers to purchase risky securities that the bank was trying to sell. As a result, President Roosevelt felt that the best remedy to the situation was to pass the Banking Act of 1933, which established two new provisions to financial regulation: deposit insurance and the separation of commercial and investment banking activities. Sections 16, 20, 21, and 32 of the act are referred to as the Glass-Steagall Act. These sections forbid depo sit-taking institutions from engaging in the issuing, underwriting, selling, or distributing of securities. Since the provisions of the Glass-Steagall Act did not apply to foreign banks operating in the United States, they could engage in insurance and securities activities. This put the American banks at a disadvantage. As a result of the pressure on the legislature and the constant talks of overturning the act, it was finally repealed. On November 12, 1999, President Clinton signed the Gramm-Leach-Bliley Financial Services Modernization Act, which repealed the Glass-Steagall Act. This allowed securities firms and insurance companies to purchase banks and commercial banks to underwrite insurance and securities. From this repeal, the financial services industry has undergone a consolidating phase of commercial banks and investment banks becoming one. However, this has not always proved beneficial for these companies. My hypothesis is that the culture clash stemming from the different risk tolerance levels between investment banks and commercial banks is the main reason why such mergers and acquisitions have not resulted in the expected synergies the financial markets were anticipating. Investment banks, by nature, have higher risk tolerance levels than do commercial banks. The principal reason for this is that investment banks are not financial intermediaries in the sense that they take deposits and lend them out.

How to Become an Effective Manger and a Good Communicator Essay

In order to stay on top, companies need to do more than just stay the same and keep them alive, they need to grow. And that means that their employees need to develop and improve their skills at the same pace. More than ever, managers are being encouraged to improve employee performance through effective coaching, but so few of them have the time or the knowledge. It takes to do it successfully. Based on my case study, and presentation from the other classmate, I am getting to know how they develop their most promising employees. Now in this article, I will talk about how to be an effective manager based on the staff that I have learned from BUAD 309 class. I will also talk about from problem solving to developing accountability as an effective manager. I am a table tennis coach myself, I needs to coach other players has total different back ground and age. When I am coaching people, my students are either improving fast or still remain the same, these are all good to me, because in my perspective, when people are not improving fast, means that they are absorb the knowledge I thought them. But In the business world, if you’re not growing, you’re dying. It’s a basic rule of life here on earth and in the business world today. It’s what drives most of us to be better at what we do and who we are. It’s the desire to â€Å"be more. † Because of this desire, the term â€Å"coaching† has caught the attention of both the personal growth and business worlds, creating a multibillion dollar business and a situation in which everyone wants a coach. More than ever before, employees are asking for developmental opportunities and managers are being told they need to â€Å"coach† their employees on a regular basis. We’ve even worked with managers who say they’ve been told to â€Å"stop managing and start coaching. This all sounds great in theory: managers coaching employees to grow and be more effective, but there’s one problem. Although many people agree that having a coach is a great way to move toward success, very few people know what a coach actually is or what a coach actually does. This leaves many managers scratching their heads as they try to fit one more ambiguous task into their already over-busy schedules. So what is a coach, and what is coaching? This is our definition: A coach is someone who helps another person reaches higher effectiveness by creating a dialogue that leads to awareness and action. Lorber, L 2008)By creating the space to step back, look in the mirror, and grapple with the tough questions, a coach helps a person examine and deal with their reactions to obstacles and, in a sense, â€Å"get out of their own way† as they achieve better results, in a more efficient manner. When we are faced with a task, there are three things that managers should help employees to get better and be as successful as possible: First, make sure you find and dig out the aptitude of your employees: make them understand their potential and capacity to complete the task at hand. Second, make sure your employee’s attitude right toward their jobs: make sure your employees are confidence, focus, and determination to complete the task at hand. Third, make sure you make your employees use all the available resources: make them use all the tools, equipment, and time that available that needed to complete the task at hand. Without these three components, we cannot be at the top of our game. The degrees to which each of them does or does not exist directly contribute or detract from our ultimate level of success. It can be thought of as an equation with variable components. Start with Aptitude, the most obvious component of the equation. Without the proper skills and know how to complete a task, we are left scratching our head and frustrated. Think of a kid on her birthday receiving her first shiny, new bike. She has the determination and excitement to ride her new wheels, but she lacks the skill and ability to go whizzing down the street as she envisions. (Greg P, 1993) After two or three wipeouts, you end up with a frustrated little birthday girl. Just as crucial to the equation is having the Available Resources to complete the task. Think of the last time your team at work had a great idea or new approaches to accomplishing success, but you lacked the budget, time, or people power to deal with it. You had the capacity to figure out a new solution, the drive and confidence to make it a reality, but lacked the money or people to pull it off. Not a fun place to be in, by any stretch of the imagination. As managers, and people, we are comfortable and see the need to focus on Aptitude and Available Resources. When things aren’t working in the office, managers are often very willing to train people in new skills or throw more money at the problem. However, it’s the middle part of the Success Equation. The keystone if you will that most people tend to overlook, forget about, or outright ignore. Attitude refers to things like the drive, confidence, focus, enthusiasm, determination, need, desire, fortitude, and inspiration to accomplish the task at hand. Although difficult to measure and manage, without the right Attitude, having only the Aptitude and Available Resources will get you nowhere. Unfortunately, managers often say things like, â€Å"why can’t people just do their jobs and leave all that other stuff at home. † Well, people don’t â€Å"leave all that other stuff at home† because as humans, we can’t. (Greg P, 1993) Understandably, many managers wish that this was not the case, because managing would be immensely easier if people could really â€Å"check their emotions at the door. † We got it, and, unfortunately, it’s not possible. Think of the time your work day has been affected because you were ill, or you had a fight with a family member. This doesn’t even include the events that happen at work. When rumors of a downsizing start in an organization, how many people are able to completely check their emotional reaction to the news and focus a hundred percent on their work? Not many. So, for better or worse, managers have to accept that our Attitude affects our Level of Success, and focusing on it is more than â€Å"a nice thing to do. † Like it or not, Attitude is hardwired into the Success Equation of humans, and not just as a variable on the periphery. Attitude is perhaps the most vital component in the entire equation, and focusing on it is a manager’s business imperative. Hardline business people are often most comfortable thinking of this in terms of sports. Anyone who has played sports has probably been told at one time or another to â€Å"get your head in the game,† â€Å"focus,† â€Å"get psyched up,† or â€Å"don’t think that you can’t beat these guys! † (Greg P, 1993) Sports coaches know that the confidence, drive, and determination of their athletes can make all the difference between playing and winning. I think this is the biggest connection between my sport and management. Other than the three things, I would like to talk about good communication skills as a good manager. Good communication skill means the ability to be understood, but it also means more than that. Have you ever noticed how good conversationalists have the ability to light up a conversation and inspire others to join in? You can learn to be like that too. Remember any good conversation is a two-way process. It’s only as good as the responses you get but you can really improve the number and types of responses you get by honing your communication skill. Here are a few aspects of what it means to have this skill to initiate and sustain an interesting, enjoyable conversation that everyone feels better for having participated in.

Reading Report Sample - Free Essay Example

Sample details Pages: 1 Words: 373 Downloads: 3 Date added: 2017/09/25 Category Advertising Essay Type Argumentative essay Did you like this example? Government-Business Relations Reading ReportStudent Name:__________ Edith Smith _____________________________________________Class (eg Monday 10. 00am-11. 30am): _________________3 -4 PM__________________| Reading full reference| Liz Young, 1999‘Minor Parties and the Legislative Process in the Australian Senate: A study of the 1993 Budget’,Australian Journal of Political Science, 34(1): 7-27| Main point(s) made by the author(s)| The author has discovered a gap in research and literature regarding the tools and powers available and used by minor parties in the Senate to affect legislation and the behaviour of Parliament. The author explains that with the exception of a few mentioned studies, current research is focused on a single minor party or takes the primary aim of examining the impact of minor parties for a student audience. | Evidence and examples used | Detailed analysis of the votes, concession making, and negotiation that occurred in the Senates passi ng of the governments 1993 Budget is provided by the author as empirical backing for the arguments developed and claims made throughout the article. The author uses the aims of minor parties, the voting and negotiation process, and resulting changes to specific clauses of the budget to examine the behaviour, activism and effect of minor parties in the Senate. | Strong and convincing parts of the text| The discussion of minor parties bargaining with the government for amendment to legislation, in the place of voting against the government, is well argued and supported and particularly convincing. Using the 1993 Budget case study the author explores the outcomes and consequences of both courses of action, and effectively concludes that negotiating with the government is preferred by minor parties as it affords minor parties more power than in a voting situation and is viewed more favourably by non-senate audiences. | Weak and unconvincing parts of the text| A weakness of the art icle is the narrow nature of the case study. This results in arguments and findings which may not be easily generalised or applied in other areas, such as lower houses or states, or in situations where minor parties do not hold a balance of power. In examining the senate’s passing of the 1993 Budget as the empirical support of her argument, the author concedes that using such a case study is a narrow empirical base for the claims which have been put forward. | Don’t waste time! Our writers will create an original "Reading Report Sample" essay for you Create order