Maintain your momentum

CHECK YOUR ENGLISH VOCABULARY FORBUSINESSADMINISTRATIONRawdon WyattANDA & C Black Ⴇ London4th edition www.acblack.comFirst published as Check Your Vocabulary for Business in 1996 by Peter Collin PublishingSecond edition published 1999Third edition published 2003by Bloomsbury Publishing PlcThis fourth edition published 2007 byA & C Black Publishers Ltd38 Soho Square, London W1D 3HB© Rawdon Wyatt 2007All rights reserved.No part of this publication may be reproduced inany form without the permission of the publishers.A CIP entry for this book is available from the British LibraryISBN-10: 0-7136-7916-6ISBN-13: 978-0-7136-7916-8 eISBN-13: 978-1-4081-0251-0Text typeset by A & C BlackPrinted in Great Britain at Caligraving Ltd, Thetford, NorfolkThis book is produced using paper that is made from wood grown in managed, sustainable forests. It is natural, renewable andrecyclable. The logging and manufacturing processes conform to the environmental regulations of the country of origin. If you want to practise and develop your knowledge of English vocabulary for Business andAdministration, you will find that the exercises in this book will help you. They areparticularly useful if:If you want to make the most of the exercises in the book, you should note the following:We hope that you enjoy doing the exercises in this book, and that they help you to practiseand develop the Business and Administration vocabulary that you need.Introduction¼You work, or are planning to work, in or around an English-speaking business environment.¼Your work brings you into regular contact with English-speaking business people.¼You are planning to take a Business English examination such as BEC Vantage /Higher, TOEIC, or one of the LCCI (London Chamber of Commerce and Industry) International Qualifications, especially 2nd, 3rdor 4thlevel Business.¼You do not work directly in Business and Administration, but your job requires you to have a working knowledge of common business words and expressions.¼This is not a course book, and you do not need to work through it 'mechanically' from beginning to end. It is better to choose areas that you are unfamiliar with, or areas that you feel are of specific interest or importance to you.¼Write down new words and expressions that you learn. Develop your own personal vocabulary 'bank' in a notebook or file. Review these words and expressions on a regular basis so that they become a part of your 'productive' vocabulary.¼Use a good general-English dictionary and a good business-English dictionary to check the meanings of new words and expressions (but try to do the exercises first before looking in the dictionary). Many of the examples in this book have been taken from the Macmillan English Dictionary (ISBN 978-0-333-96847-5) and the A&C Black Dictionary of Business 4thedition (ISBN 978-0-713-67918-2).¼The exercises in this book either focus on general business vocabulary (for example, phrasal verbs, formal words, words with similar meanings, etc) or topic-specific business vocabulary (for example, sales Maintain your momentum Maintain your momentum Bởi: Joe Tye “Momentum is really a leader’s best friend Sometimes it’s the only difference between winning and losing… When you have no momentum, even the simplest tasks can seem to be insurmountable problems But when you have momentum on your side, the future looks bright, obstacles appear small, and trouble seems temporary.” John C Maxwell: The 21 Irrefutable Laws of Leadership You often hear statistics to the effect that of 10 new businesses fail in the first several years Even if that were accurate, which it’s not, it’s not true It’s not accurate because it includes too many people who are just sticking a toe in the water – setting up a website and then pulling the plug when it does not spontaneously go viral More important, it’s not true, because businesses not fail, owners quit Let me repeat that: businesses not fail, owners quit For every business that has “failed” there is another business in the same or worse straits in which the owner made one more phone call, went had-in-hand to one more bank, stayed up one more late night, made one more tweak to the website or the product, did whatever it took to keep the business going From the outside, both businesses appear to be on the verge of failure In one, the owner turned off the lights while in the other the owner burned the midnight oil because, in his or her mind, failure was not an option When your world turns upside down, you will start over The question is, are you sticking a toe in the water or you have the “failure is not an option” determination that will assure you don’t quit? 1/1 [...]... personalize dotProject to suit your corporate standards Chapter 7 covers a host of advanced topics—we save the best for last! From a detailed overview of default dotProject modules, to working with dotProject reports and extending dotProject with add-ons, it describes the purpose and common functions of the standard core and optional modules; you will find something here to enhance your dotProject installation. .. the left side of the screen dotProject is an online project management application You will need a browser and either intranet or Internet access [] Introducing dotProject dotProject is surprisingly versatile A few of the many things you can do in dotProject are: • Set up a project and its tasks • Communicate with everyone on the project team from within dotProject • See projects as Gantt charts •... customizing dotProject to personalize the look for your pages This book illustrates an easy and effective method to handle projects with the help of extensive real-world examples What This Book Covers Chapter 1 gives an overview of dotProject This chapter explains the core features of a project management system, then it tells you why dotProject stands above your other choices and how it helps solve your project. .. with some aspect of the book, and we will do our best to address it [] Introducing dotProject dotProject is an open-source Project Management Application (PMA), maintained by committed volunteers with the goal of providing a project management environment that is free for everyone The volunteers use the term "project management environment" to describe their philosophy behind dotProject To them, dotProject. .. administration within dotProject: language/ translation management, system configuration, PostNuke and LDAP authentication, module management, and user administration including permission setup Chapter 6 focuses on customizing the look and feel of a standard dotProject system We explore different ways to modify the appearance and settings of dotProject to better suit your needs—from playing around with the CSS and. .. them, dotProject is not another collaboration tool or groupware application They see dotProject as the forest and project information as the trees dotProject is not just a place to put all the project documentation and contact information; it is the hub of all project activity This chapter will introduce you to dotProject, and covers the following: • What a project management application is and why... comprehensive beginner's book on dotProject and deals with the basics of implementing and configuring dotProject It is a simple guide to setting up an internal Strength. Momentum. Connectivity. 2011 SHAREHOLDER & CORPORATE RESPONSIBILITY REVIEW Fresh thinking New connections CONTENTS 04 2011 Snapshot 06 Chairman’s report 08 Chief Executive O cer’s report 10 Australia division 12 APEA division 14 New Zealand division 16 Institutional division 18 Technology 20 Corporate Responsibility Framework 23 Our approach in action 36 Five year summary 38 Your directors 39 Directors’ remuneration 40 Remuneration overview 43 Information for shareholders Above: Kalo Simon Community Advocate Port Vila, Vanuatu Cover from left: Tim Martin, Erin Kan, Melissa Bickford, Abdishakur Hamud, Belinda Tchung Our strategy positions us to capture the economic growth and growing interdependence of the economies in Asia. We think of that as connectivity. Mike Smith, ANZ CEO ANZ Group Strategy update March 2011 2 WELLINGTON MELBOURNE FIJI CHENGDU MANILA BANGALORE OUR 6 REGIONAL SUPPORT HUBS The rationale behind our super regional strategy is simple. It is about delivering shareholders long-term growth and di erentiated returns through a balanced exposure to Asian growth. OUR BUSINESS Together, our franchise, our clear strategy and the actions we have taken have uniquely positioned us to ride the wave of growth in the Asia Paci c region and to create value for our customers and for our shareholders. Today, ANZ is the only Australian bank with a clearly articulated strategy to take advantage of Australia and New Zealand’s geographic, business and cultural linkages with Asia, the fastest growing region in the world. WHERE WE OPERATE In 2007 we set an aspiration to become a super regional bank – a bank of global quality with a clear strategy to focus on growth in Asia Paci c. We had strong franchises in retail, commercial and institutional banking in our home markets of Australia and New Zealand, the Paci c and an existing but under-developed presence in Asia dating back more than 40 years. With our roadmap for change, ANZ remained well capitalised and pro table through a time of great turmoil in global markets. This has enabled us to take advantage of opportunities to grow and to make tangible progress towards becoming a leading bank in the Asia Paci c region. Our super regional strategy ABOUT THIS DOCUMENT The 2011 Shareholder and Corporate Responsibility Review provides an overview of ANZ's 2011  nancial and non  nancial performance and results, the Group's strategic direction and a summary of our corporate responsibility approach, initiatives and investments. All information contained within this document is for the year ended 30 September 2011 unless otherwise stated. All  gures are in Australian Dollars unless otherwise stated. MORE INFORMATION General information on ANZ can be obtained from our website anz.com. Shareholders can visit our Shareholder centre on shareholder.anz.com. 3 TOTAL EMPLOYEES (FTE) TAXES BORNE * $M TAXES COLLECTED ** $M 47,099 2010 2010 2,531 2010 3,276 2011 3,585 2011 2,782 2011 48,938 » Employee engagement increased from 64% to 70% this year » 38.2% of women in management » $3.7m provided to assist communities a ected by natural disasters across Australia, New Zealand and the Asia Paci c region. » 91,410 hours volunteered by employees » Over 14,000 people facing hardship assisted this year in Australia and New Zealand » More than 180,000 people now bene ting from ANZ’s  nancial literacy programs GROUP NET PROFIT AFTER TAX $M GROUP NET PROFIT AFTER TAX (UNDERLYING # ) $M GROUP PROFIT BEFORE PROVISIONS $M NET LOANS AND ADVANCES INCLUDING ACCEPTANCES $B 2011 5,355 4,501 2010 5,025 2010 8,388 2010 369.4 2011 397.3 CUSTOMER DEPOSITS $M 2010 256.9 2011 296.8 2011 8,909 2011 5,652 2010 19% 12% 6% 8% 16% †  A top 5 listed company on the Australian Securities Exchange with over 400,000 shareholders  One of the 30 largest listed banks globally by market capitalisation ($51b as at 30 September 2011)  Well capitalised, Strength. Momentum. Connec tivity. 2011 ANNUAL REPORT [...]... of its businesses based on external survey outcomes In 2011 ANZ maintained top quartile performance in Australia in the Retail, Commercial and Institutional segments and in the Institutional segment in New Zealand In New Zealand, satisfaction in Retail improved and remained constant in Commercial, however, satisfaction levels were slightly behind the other major banks Finance Tier 1 capital Individual... Throughout the period ANZ has complied with internal liquidity stress testing policies and has maintained its Core Funding Ratio at comfortable levels Liquidity stress testing policies Core funding ratio Underlying earnings per share Underlying economic profit Total shareholder return 20 ANZ Annual Report 2011 Underlying Earnings Per Share and Underlying Economic Profit are each measured against strong growth... increasing the diversity of its workforce and targeted an increase in women in in management management; however results remained flat year on year ANZ met its Corporate Responsibility Targets Corporate social for 2011 responsibility The management of risk is fundamental to the ongoing stability of the banking industry In this scorecard category ANZ has measures for both credit and operating risk In. .. longer term 16 ANZ Annual Report 2011 The following tables, relating to the CEO, show: The actual amounts or grants made in respect of the years 2010 and 2011; Any amounts which had to be deferred in respect of the years 2010 and 2011; and The actual amounts received in respect of the years 2010 and 2011 The information provided in this table is different from the information provided in the statutory... operations, including an assessment of the financial position and business strategies of the Group, is contained in the Chairman’s Report, the Chief Executive Officer’s Report and the Review of Operations of this Annual Report Events Since the End of the Financial Year There were no significant events from 30 September 2011 to the date of this report Future Developments Details of likely developments in the... operational to identify any weaknesses in procedures and/or compliance with policies and in 2011 there was a incidents significant reduction in the number of outstanding internal audit items with the Group outperforming Number of outstanding against target internal audit items Process/ Risk Underlying individual provision charge Performance and Short Term Incentive Correlation Short Term Incentive Payments... date of this report are detailed in the Remuneration Report Details of options/rights issued over shares granted to employees and on issue as at the date of this report are detailed in note 46 of the 2011 financial report Other details about the share options/rights issued, including any rights to participate in any share issues of the Company, are set out in note 46 of the 2011 financial report No person... (Hons), FCA Chief Financial Officer and Company Secretary Mr Marriott has been involved in the finance industry for more than 30 years Mr Marriott joined ANZ in 1993 Prior to his career at ANZ, Mr Marriott was a Partner in the Melbourne office of the then KPMG Peat Marwick He is a Fellow of the Institute of Chartered Accountants in Australia and the Australian Institute of Banking and Finance and a Available online http://ccforum.com/content/13/5/416 Page 1 of 2 (page number not for citation purposes) Cruz and colleagues [1] have called appropriately for a reappraisal of RIFLE and AKIN and have thoughtfully detailed many of the issues with these progressive consensus definitions of acute kidney injury (AKI) and with the ways in which they have been applied. They see the elimination of the glomerular filtration rate (GFR) criteria from the AKIN definition as serendipitously discouraging the incorrect use of changes in estimated GFR for AKI diagnosis. We note that it also serendipitously removed the errors in degree of GFR change of the RIFLE R and F criteria definitions compared to the percentage change in creatinine [2]. Nevertheless, we would argue that further refinement of AKI definitions should allow for optional measured changes in GFR to await the possibility that real-time measures of GFR become available. After all, creatinine is merely a surrogate marker for GFR and a poor one at that. Furthermore, the incremental ‘creatinine creep’ type of AKI (0.1 mg/dl/day) illustrated by the authors might then be quickly revealed as incremental injury and loss of GFR. We concur that integration of novel biomarkers into the consensus definition is desirable when these biomarkers identify specific types and severity of injury (as opposed to change in function) and essential when they have been demonstrated to predict hard outcomes (such as dialysis or death). A definition of AKI that incorporated both evidence of cellular injury and change in function might allow better clinico-pathological correlation and eliminate staging uncertainty, for example, that associated with a decreasing versus an increasing creatinine. Letter RIFLE and AKIN - maintain the momentum and the GFR! John W Pickering and Zoltan H Endre Christchurch Kidney Research Group, Department of Medicine, University of Otago, Christchurch, New Zealand Corresponding author: John W Pickering, john.pickering@otago.ac.nz Published: 11 September 2009 Critical Care 2009, 13:416 (doi:10.1186/cc8019) This article is online at http://ccforum.com/content/13/5/416 © 2009 BioMed Central Ltd See related review by Cruz et al., http://ccforum.com/content/13/3/211 AKI = acute kidney injury; GFR = glomerular filtration rate. Authors response Dinna N Cruz, Zaccaria Ricci and Claudio Ronco Drs Pickering and Endre called for optional use of changes in measured GFR in AKI definitions. As they correctly noted, we would like to discourage the erroneous yet widespread use of the change in estimated GFR to define AKI. In their commen- tary, they also note that the removal of the GFR criteria from RIFLE/AKIN will reduce misclassification arising from the lack of correspondence between the change in GFR and change in serum creatinine [2]. An essential feature of a good working definition is that it should be easy to understand and apply in a variety of clinical and research settings. We agree that when real-time measures of GFR become available for routine clinical use they will contribute to a more precise definition of AKI. Unfortunately, measuring true GFR is still cumbersome and, therefore, not part of routine clinical practice today. Although we concur that an AKI definition incorporating both ‘evidence of cellular injury and change in renal function’ would be highly desirable, they are not indispensable for a clinical definition that is both practical and usable at the bedside, as experience with sepsis [3] and acute respiratory distress syndrome/acute lung injury [4] consensus definitions has shown us. Furthermore, the fact that the original consensus definition [5] remains one of the most highly accessed medical articles and is used in over 40 studies [6] confirms that there is a strong need for such a consensus, albeit with its limitations. The AKI consensus definition is dynamic in nature. When, in the future, conclusive data on novel biomarkers (or combinations thereof) and