Effectiveness Of Communication In Project Management

Effectiveness Of Communication In Project Management A project is a temporary endeavor undertaken to create a unique product, service or result (PMI, 2008, pg. 5). A project is a sequence of unique, complex and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specification (Wysocki and McGary, 2003, p. 3). A project comprises of number of activities that must be completed in some specific order or sequence according to their technical requirements. Activities in a project are unique, complex and connected in a sense that no two activities can occur under the same conditions which make them unique; the activities are not simple, and the output of one activity becomes the input to another which makes them connected (Wysocki and McGary, 2003). The most important difference between the management control of on-going operations and the management control of projects is that the on-going operations continue indefinitely, whereas a project starts, moves forward from one milestone to the next, and then stops (Anthony and Govindarajan, 2005, p. 790). Projects are temporary, unique and require progressive elaboration (Gardiner, 2005, p. 2). The first characteristic is that projects have a definite life span and they exist for a limited time varying from few days to several years although its end products may sustain indefinitely. This temporary nature of project indicates a definite beginning and an end. The end is reached when the objectives of the project are achieved; the need for project no longer exists or the objectives of the project cannot be met due to lack of resources and the project is terminated. The second characteristic is that each and every project will be different from other projects in their own way. The last characteristic is that as the project progresses, work required is slowly defined with information being added over time (Gardiner, 2005). A project usually has a single objective and the time horizon is the end of the project. The objective of a project is to produce a satisfactory product, within a specified time period, and at an optimum cost (Burke, 2007). Projects often involve trade-offs between scope, schedule, and cost (Gardiner, 2005). Less scope might mean less costs or a shortened schedule leads to overtime and thus increasing costs. Plans for projects can be changed frequently and drastically. A project begins when management has reviewed the nature of what is to be done in the project and approved it. The project ends when its objective has been accomplished, or when it has been cancelled. Projects can be of various durations. Some project may last for a few days, a few weeks, or several years. Its content can be similar to work done before, or unlike anything ever done before (Burke, 2007). Most projects start small, build up to a peak activity and then taper off as completion near (Anthony and Govindaraja n, 2005). An international project is a project that involves multiple locations, entities, organizations and business units (Lientz and Rea, 2003). International projects typically are simultaneously multicultural projects relating to diverse cultures be it national, organizational, or functional cultures (KÃ ¶ster, 2010, p.3). In international projects, stakeholders and organizations who have different cultural and educational background work together. International projects are different from national projects because of language and dialect variations; religious practices; legal, regulatory and reporting requirements; technology level differences in different areas (Lientz and Rea, 2003). The difference between standard projects and international projects are shown in the table below: Attribute Standard projects International Projects Organizations Single Multiple organizations and departments System and technology Homogeneous Multiple systems Culture Single and common culture Multiple, varied cultures Organization Can be focussed on the project Many other competing demands for resources Self-interest More easily understood More complex to understand Table 1 Comparison of standard and international projects (Lientz and Rea, 2003) In short, a project can be considered as a series of activities and tasks that have A specific objective Defined start and end dates Consume human and nonhuman resources Are multifunctional 2.2. Project Life Cycle A project can be considered to have a life-cycle that is divided into four phases. Those phases are: Initiation and definition, Planning and development, Execution and control and finally Closure (Gardiner, 2005; Burke, 2007; Keeling, 2000). A clear understanding of these phases permits the project manager to control resources effectively to achieve the project objectives. D:DocumentsMscDissertationRequiredPlc.JPG Figure 2 Project Life Cycle (Gardiner, 2005) 2.2.1 Initiation and definition This phase represents the start of the project. This is a conceptual phase which includes the preliminary evaluation of an idea (Kerzner, 2006). This phase sets the scope of the project (Gardiner, 2005; Keeling, 2000). It forms the basis for deciding if a particular function or feature is within the scope of the project. This is the phase where new ideas and options are considered and tested to ensure the project objectives can be achieved making use of resources effectively (Burke, 2007). The project ideas are usually derived from the identification of a demand, an available resource or a need (Potts, 2002). The initiation and definition phase is mainly about formulating goals and strategies (Keeling, 2000). 2.2.2 Planning and development During the planning phase, the time plan is set into detail and the planning of the project is conducted with great accuracy. In the project planning phase, a project planning team specifies the rough estimates that were made when it was decided to implement the project. The project planning phase is often the most challenging phase for a project manager as he/she needs to make an educated guess of the stakeholders to be involved, resources and equipment needed to complete the project (Wysocki and McGray, 2003). The project manager needs to plan communications and procurement activities and create a comprehensive suite of project plans which set out a clear project roadmap ahead (Gardiner, 2005). Planning helps in reducing uncertainty, increases understanding of the goals and objectives to be achieved and improves resource efficiency (Wysocki and McGray, 2003). Thus detailed specifications for the product, time schedules, and cost budget are prepared and a management control system, a task control system and an organization chart developed. Furthermore a responsible manager is identified for each work package. Even on projects with little complexity a plan for planning exists and the planning process itself can be seen as a subproject (Anthony and Govindarajan, 2005). 2.2.3 Execution and control This is the phase in which the plans are put into operation (Keeling, 2000). The rate of expenditure is at its peak in this phase (Gardiner, 2005; Burke, 2007). Executing the plan involves four steps (Wysocki and McGray, 2003) Identify the specific resources that will be required to accomplish the work defined in the plan. Assign workers to activities. Schedule activities with specific start and end dates. Launch the plan. No matter how attentive the team is when creating the plan, the project work may not go according to plan. There may always be some schedule slips (Wysocki and McGray, 2003). To minimize this, the progress of the project should be regularly monitored. This is usually done in the controlling phase. Completed work is measure against the plan to monitor the progress of the project and avoid potential problems which may occur in the future. 2.2.4 Closing Closing a project means that the project has been completed and the results of the project can be submitted to the client. The closing phase evaluates what occurred during the project and provides historical information for use in planning and executing later projects (Keeling, 2000; Kerzner, 2006). 2.3. Role of Project Manager The role of project manager is to attain the project objectives (Gardiner, 2005). The project manager must be experienced, capable, and competent in getting the project work done on time, within budget and according to specification (Wysocki and McGray, 2003). The project manager must simultaneously see to the needs of the sponsor and other stakeholders, manage the project life cycle and the performance of the project team, including his or her performance (Gardiner, 2005). It is a role that involves a mix of abilities, combining management with leadership and political awareness (Pinto, 2000). The project manager is responsible for coordinating and integrating activities across multiple, functional lines. The integration activities performed by the project manager include activities which are necessary to develop a project plan; execute a plan and to make changes to the plan (Kerzner, 2006). A project manager must be able to understand the project detail but manage from the overall perspective (PMI, 2008). As an architect of the project plan, the project manager must provide complete task definitions; resource requirement definitions; major time table milestones; definition of end item quality and reliability requirements and the basis for performance measurement (Kerzner, 2006). Project managers influence people to take action (Gardiner, 2005). This requires an ability to communicate in a style appropriate for the individual concerned. If communication in the project is of low quality, the project will be more likely to fail (Armstrong, 1992). People working within a project always communicate but the quality of the communication must be high. The purpose and direction of the project lie on the ability of the project manager to communicate well with the partners within the project (Briner et al., 1996). One important role of the project leader is to create active communication among the project members by staying in touch with individuals and passing information between different members and between them and the funding organization (Briner et al., 1996). The project manager must be able to convert the inputs (i.e. resources such as capital, materials, equipments, facilities, information, personnel etc.) into output of products, services and ultimately profi ts (Kerzner, 2006). In order to do this, the project manager needs strong communicative and interpersonal skills, must become familiar with the operations of each line organization and must have knowledge of the technology used (Kerzner, 2006). Project leader should have high level of communication skills to be able to successfully manage with the project. The project managers role is like a spider weaving the web and should be the centre of communication and events (Briner et al., 1996). One of the major responsibilities of the project manager is planning. If project planning is performed correctly, then it is conceivable that the project manager will work himself out of the job because the project can run itself (Kerzner, 2006).The chief executive role of the project manager involves more than that of being accountable for the activities of the project (Cusworth and Franks, 1993). It implies that the manager is expected to make things happen by active involvement. The manager role as co-ordinator is vital in co-ordinating the efforts of the project team and the stakeholders. The project manager should define the ethics, norms and values of their project team, establishing the atmosphere of the organization and the way that the various project tasks are approached. The project managers role as a diplomat requires high level of sensitivity and good negotiating skills (Cusworth and Franks, 1993). He/she must be able to negotiate the relationship between the project and its environment and must be able to ensure the political support. The project manager along with his/her team should brainstorm to decide who the various stakeholders in the project might be. The project manager should go out and talk to all of those stakeholders and develop the necessary interviewing and probing skills which enable him/her to draw out of them what their expectations are. Often, the stakeholders are uncertain about what they want (Potts, 2002; PMI, 2008). The project manager should engage in a dialogue with them to help them to think through their expectations (Jandt, 2007). The project managers initial consideration of stakeholder expectations will help him/her to begin to understand the kinds of resources the project might require and will ensure positive outcome (PMI, 2008). Talking about resources does not mean only talking about tangible resources of money, time and materials, but also about those intangible resources of technical skills, non-technical managerial and communication skills, and the vital intangible of commitment and support from particular people within the project organisation and outside it (Jandt, 2007). The project manager should need to map the risk that may occur in a project by going through a structured process (PMI, 2008). Such process might include: brainstorm possible risks; considering what was wrong in similar projects previously; clustering into related topics; weighting-seriousness and probability; focusing on the very serious and highly probable; defining the project type, and review typical risks; planning how to run the project with the risks in mind. Highlight where in the project the risks will be most crucial; deciding how to reduce the risks so that the chances and consequences of failure are minimised. The project can be considered as temporary organization because it has limited time frame, limited budget, specific goals and activities (Maylor, 1999). Some of such temporary organizations might be inter-organizational projects that involve many organizations having different specialties or expertise (Maylor, 1999). In such projects, it is very important for the project manager to ensure the flow of information from the different organizations involved within the project. The flow of information is vital for the success of such project or organization (Burke, 2007). Since these innovation projects are of interdisciplinary and innovative, the share of experiences, knowledge, and the cooperation in different stages of the project development become absolute necessary for its success. Managing international projects that are of multi organizational type is not an easy task, especially when these organizations are from different technical, cultural, political backgrounds and have different management style in their approach for handling a task (Lientz and Rea, 2003; Koster, 2010). A careful and detailed preparation of projects, especially for inter organizational ones due to their complexity, in their planning phase is vital for their success. The manager should have high experience in planning such projects. To summarize things up, the project manager should have the following attributes Ability to select and develop an operational team. Leadership skills and management ability. Ability to anticipate problems, solve problems and make decision. Ability to integrate the project stakeholders. Operational flexibility. Ability to plan, expedite and get things done. Ability to negotiate, persuade and make deals. Understand the environment within which the project is being managed. Ability to review monitor and apply control. Ability to keep the stakeholders and client happy. COMMUNICATION: ITS ROLE AND EFFECTIVENESS IN PROJECT MANAGEMENT 3.1 Definition of Communication Communication is a process in which information is transmitted from a source to a receiver through various channels (JPIM, 2000). Communication means act of transferring information, exchange of information, message which is either written or verbal, and an idea for conveying thoughts effectively (Kerzner, 2001). A good definition of project communication is Project communication management includes the process required to ensure timely and appropriate generation, collection, distribution, storage, retrieval and ultimate disposition of project information (PMI, 2008, p. 243). In a project environment, communication refers to the exchange or sharing of messages and information to convey meaning and knowledge between project manager, internal and the external stakeholders (Verma, 1996). Communication is a process involving the exchange of message and the creation of meaning. No two individuals ever attach the same meaning to a message or symbol. Effectiveness of communication depends on the degree to which the individuals attach similar meanings to the messages exchanged. Stated differently, communication is effective when individuals are able to minimize misunderstandings. To say that meaning in communication is never totally same for all communicators is not to say that communication is impossible or even difficult only that is imperfect (Fisher, 1978, p. 257). When individuals communicate, they attach meaning to messages they construct and transmit to others. They also attach meaning to messages they receive from others. There are different types of communication such as verbal, written and non-verbal (Verma, 1996; Mehta, 2008). Verbal communication gives a lot of flexibility to the speaker. It is mainly used in face to face meetings, group meetings and over the telephone. While communicating verbally, the speaker can communicate with voice as well as body language. Written communication on the other hand is usually more precise (Mehta, 2008). Written communication can be in the form of letters, memos, notices, emails, reports, proposals memoranda etc. Another type of communication is the non-verbal communication. Non-verbal communication refers to a speakers actions and attributes that are not purely verbal. It can be reflected in the way people dress, their tone and stance while talking, their gestures, facial expressions and their body language (Verma, 1996). 3.2 Importance of Communication Communication is an important skill for project managers to accomplish effective project management (Analoui, 1993). This skill is vital because part of management is motivating people to perform their assigned duties to the best of their ability (Perret, 1982; Scott, 1989). Effective communication is the key to success for the individual as well as for the project (Verma, 1996, p.23). By using communication skills, the project manager help to plan, direct, control and coordinate their operations throughout the project life cycle (Verma, 1996). Most of the communication activities of project managers involve interpersonal communication and project communications, sharing information with the project team members and other stakeholders. Communication is the nerve system of leadership, teamwork, cooperation and control. It determines the quality of relationships, levels of satisfaction, the extent of projects success or failure. Cleland and King (1988) in a study of fifty project managers found that managers named communication as one of the vital ingredients for successful project implementation. Moreover, Morris and Hough (1986) also argues that clear communication is necessary for project success and that effective communication is the key to high staff morale which is vital for project success. According to Ruuska (1996, p.67) More than half of the management problems in projects are more or less caused by poorly looked-after communication. Communication acts as a resource as well as tool in project management. As a resource, communication can be compared to other project resources such as time, money, people and equipment. It should be taken into consideration when planning along with the resources. On the other hand, communication is a tool which can be used for effective utilization of other project resources. Communication helps in developing relationships in the organization (Ruuska, 1996). A projec t manager uses communication more than any other element in the project management process to ensure that the team members are working cohesively on project problems and opportunities (Verma, 1996). Communication plays an important role in connecting different parts of an organization together and its external environment (Taylor and Watling, 1979). In an organization, communication is needed to inform the members about the on-going status of the project. For an effective management, it is necessary to have a two way communication channel, to and fro in and across a project organization. A good communication channel can also allow progress to be monitored; difficulties to be reported back to the executive management and expert specialist can advise on technical or commercial problems to be sought by any participant (Keeling, 2003). Communication plays an important role in influencing the whole organization that may be affected and not only those immediately involved in the change. However, the importance of communication is often neglected in many projects (Toney and Power, 1997). Furthermore, lack of communication also results in many failures in change projects (Orr and McKenzie, 1992). Failure to maintain adequate information flows, conflict among project staff or between project administrators and professional staff, as being among some of the causes for inadequate execution, operation and supervision in projects (Rondinelli, 1977). These problems which are in essence communication problems are likely contributors to project failure. Hammond (1990) states that if the intrinsic difficulties such as limitation of funds are taken away, the reason some projects fail is because of problems with people, problems that effective communication could go a long way in solving. Lack of effective communication may lead to misunderstanding. Frustration can be seen in employers due to ineffective or poor communication and may result in conflicts. Communication breakdown is a prime cause of discord or conflict (Keeling, 2003). 3.3 Model of Communication A basic model of communication is shown below: Description: C:Documents and SettingsmnmbaramDesktopcommunication model.JPG Source: Project Management Institute, 2008. This model shows how communication is transferred between the sender and the receiver. The model includes the following components: Encode. The process of putting an idea or a thought into a symbol. Message. The encoded thought or idea. Medium. Means by which the encoded message is transmitted. Noise. Anything that distorts the message. Decode. To translate the message back into thoughts and ideas. The components in the communication model should be taken into account when discussing project communication. The sender determines what information he or she intends to share, encodes this information in the form of a message, and then transmits the message as a signal to the receiver. The destination decodes the transmitted message to determine its meaning and then responds accordingly. If the message decoded is the same as the sender intended, communication is successful (Jandt, 2007). Whenever information is sent from the sender to the receiver, the sender is responsible for making the information clear to the receiver so that the receiver understands it clearly. The receiver is responsible for making sure that the information is received is in its original form and understood correctly. In order to make sure that the message is sent and understood properly, feedback is required (Verma, 1996). 3.4 Channels of Communication Three basic channels of communication in a project environment exist (Verma, 1996). They are upward communication, downward communication and lateral communication. 3.4.1. Upward communication This type of communication is called subordinate/manager communication (Fielding, 2006). It involves communication from the lowest positions in the company to the highest positions. It contains information that higher management needs to evaluate the overall performance of the project for which they are responsible (Verma, 1996). This communication is in the form of reports, memoranda or messages about individual problems and performance; company policies and practices and specific staff problems. 3.4.2 Downward Communication This communication involves managers communicating down the line to subordinates. It provides direction and control for project team members and other employees. It may include information such as missions and goals of the organisation, feedback to subordinates on their performance; procedures to be followed etc (Fielding, 2006). 3.4.3 Lateral communication This communication takes place between departments in a company or project manager and his/her peers (Verma, 1996). This communication is in the form of reports on the activities of departments to keep each other informed and information to managers on company policies and progress so that they are able to make informed decisions (Fielding, 2006). 3.5 Effectiveness of Communication Effective communication involves minimizing misunderstandings. To be effective in communicating with people, everyone must be mindful. Communicating effectively and appropriately are important aspects of being perceived as a skilled communicator (Gudykunst and Kim, 1992). Communication is only effective if the following two conditions are met (Rogers, 1976 cited in JPIM, p. 364). Firstly, the source must be willing to share the information. However, such willingness may be absent at times because the source may not be able to transmit the information, is reluctant to transmit the information or thinks that the information is irrelevant. Secondly, the information transmitted is only effective if it has an effect on the receiver. The effect maybe either change in knowledge, change in attitude or a change in behavior. Ineffective communication can occur for a variety of reasons when individuals communicate. They may not encode the message in a way that it can be understood by others, people may misinterpret what they say or both can occur simultaneously. Effective communicators are those who are motivated; knowledgeable and possess certain communication skills (Samovar and Porter, 2004, pg. 303). Project managers should be motivated; should have a positive attitude towards communication event and they should put every effort to bring about constructive results. They should have the knowledge of what topics, words or meanings are required in a situation. They should know how to assemble, plan and perform content knowledge in a particular situation. Their communication skills should be high enough to accomplish their goals (Samovar and Porter, 2004, pg. 303). For effective communication in project management, it is essential that communication should be focused. If used effectively, can reduce non-productive effort, avoid duplication and help eliminate mistakes (Clarke, 1998). Communicating effectively helps in identification of problems, helps in generating ideas leading to better solutions and helps in dealing with uncertainty. Moreover, it encourages team-work, motivates the team and ensures that every member of the team is involved (Gannon, 1994). Not only effective communication is essential for project implementation and control, it is a powerful weapon against stakeholders conflict. Communication usually fails for the following reasons; not having a clear goal in mind; not establishing relationship; being impatient; not hearing what others have to say; overabundance of ego; assuming that others have the same information on the subject that you have; mistaking interpretations for facts; failure to analyse and handle resistance (Ritz , 1990). 3.6 Communication in stages of Project Life Cycle Communication is important during various phases of the project life cycle. During the initiation/planning phase, communication planning involves determining the information and communication needs of the stakeholders: who wants what information, when will they need it, and how will it be given to them (PMI, 2008). Some other things to be given consideration are the methods of communication to be utilized during the project. These are the technologies or methods used to transfer information back and forth among project entities. Different forms of communication will need to be utilized for communicating with different types of stakeholders and different occasions. Different assumptions and constraints that will affect the project also need to be carefully thought out. Once these factors are kept in mind, develop and document a communication plan that can be shared with the entire set of stakeholders, including team members, management customers and vendors. This type of methodical pl anning can lead to a carefully constructed project communication plan (Mehta, 2008). The plan should detail out what type of communication will take place during the project, who will receive what type of information, where the information will be stored, the schedule of communication such as status reports and project team meetings. Communication with stakeholders from start to the finish of a project is essential to all project management (Verma, 1996). Once the initial communication guidelines and expectations of the project have been established, the communication plan can be executed. During the execution phase of the project, the three main communication functions are information distribution, performance reporting and project control. Information distribution involves making needed information available to project stakeholders in a timely manner. It includes implementing communication management plan and responding to unexpected requests for information (PMI, 1998, p. 106). Some of the essential tools and technologies for information distribution are communication skills and information distribution system. Many of the project deliverables and records result from this function such as meeting minutes and decision documents. Various tools and techniques can be used for performance reporting such as performance reviews, variance analysis, traffic light reports, earned value analysis and trend analysis (Scott and billing, 1998). The output that results from performance reporting are performance reports and project change requests that is generated due to corrective action that needs to be taken to address a variance from the original plans or additional customer needs. All of these functions are useful for project control. Keeping the project on track according to the project plan, budget and estimates that have been laid out is of prime importance. If the project needs to vary from any of these established plans, the project information distribution system should be utilized. The project stakeholders need to be informed and new expectations need to be set. Following a set of established project management processes can be helpful in identifying events that are not planned for. When unexpected events occur , assessing the impact and quickly communicating them to the affected people according to your established communication plan can be efficiently addressed them. Some simple things that a project manager needs to keep i

Business Financing and the Capital Structure

Raising Business CapitalAs a financial advisor to this business there are two options to consider for raising business capital, equity financing and debt financing. The details, advantages, and disadvantages of both options will be provided. Also information about raising capital by selecting an investment banker will be discussed. To wrap up, the historical relationships between risk and return for common stocks versus corporate bonds will be examined. Equity FinancingIn terms of equity financing it is the process of raising capital through the sale of shares in an enterprise (National Federation of Independent Business, 2011). Equity financing is the sale of an ownership interest to raise funds for business purposes. â€Å"Equity financing spans a wide range of activities in scale and scope, from a few thousand dollars raised by an entrepreneur from friends and family, to giant initial public offerings (IPOs) running into the billions by household names such as Google and Facebook † (Kokemuller, 2013).The equity-financing process is governed by regulations imposed by local or national securities authority in most jurisdictions. The regulations are designed to protect the public from investing with unhonest operators who may raise funds from unsuspecting investors and disappear with the money. An equity financing is therefore generally accompanied by an offering memorandum or prospectus, which  contains a great deal of information that should help the investor make an informed decision about the merits of the financing (National Federation of Independent Business, 2011). Such information includes the company's activities, details on its officers and directors, use of financing proceeds, risk factors, financial statements and so on.AdvantagesThe main advantage of equity financing is that it doesn't have to be repaid. Plus, you share the risks and liabilities of company ownership with the new investors. Since you don't have to make debt payments, you can use the cash flow generated to further grow the company or to diversify into other areas. Maintaining a low debt-to-equity ratio also puts you in a better position to get a loan in the future when needed.DisadvantagesThere are tradeoffs with equity financing, the disadvantage of it is by taking on equity investment, you give up partial ownership and some level of decision-making authority over your business. Large equity investors often insist on placing representatives on company boards or in executive positions. If your business takes off, you have to share a portion of your earnings with the equity investor. Over time, distribution of profits to other owners may exceed what you would have repaid on a loan. Equity financing is different from debt financing, which refers to funds borrowed by a business.Debt FinancingsAccording to Investopedia, debt financing is when a firm raises money for working capital or capital expenditures by selling bonds, bills, or notes to individual and/ or institutional investors. In return for lending the money, the individuals or institutions become creditors and receive a promise that the principal and interest on the debt will be repaid (Investopedia, 2012).AdvantagesThe advantage of debt financing is it allows you to pay for new buildings, equipment and other assets used to grow your business before you earn the necessary funds. This can be a great way to pursue an aggressive growth strategy, especially if you have access to low interest rates. Compared to equity financing, businesses do not have to give up any ownership or control of the business with debt financing. After the loan is paid back the businesses relationship is completed. Other advantages of debt financing are the interest on the loan is tax deductible and if the loan is fixed rate the principal and interest can be planned in the budget (Kokemuller, 2013).DisadvantagesThe main disadvantage associated with debt financing is that you have to repay the loan, plus i nterest. If a company does not pay back the loan in the terms agreed upon the property and assets can be repossessed by the bank. Debt financing is also borrowing against future earnings. This means that instead of using all future profits to grow the business or to pay owners, you have to allocate a portion to debt payments. Overuse of debt can severely limit future cash flow and stifle growth. Is debt financing is not properly monitored and controlled it can hurt the business. If too much debt is carried the business and owner will be seen as â€Å"high risk† by potential investors and that will limit the ability to raise capital by equity financing in the future. Debt can also make it difficult for a business to grow if the cost of repaying the loan is high.Investment BankAnother option for raising capital is selecting an investment bank. They are financial institutions and individuals who assist companies in raising capital, often through a private placement or public off ering of company stock. Sometimes investment bankers are referred to as brokers or deal makers. Companies frequently use investment bankers to help identify available financing options and obtain introductions to funding sources (Growth Company Guide, 2000). Investment banks also provide up-to-date advice on the conditions of fundraising for private companies. Because investment bankers make a business of raising money for companies, they can often be quite helpful to a company in analyzing its funding needs, identifying the most likely or appropriate sources for raising money and executing a fundraising strategy (Growth Company Guide, 2000).An investment bank can help, but the quality of a company’s opportunity and the strength of its management team determines the amount of options open for a given fundraising. Investment bankers also vary in quality, resources, experience and contacts. Investment bankers who are experienced with the company’s industry and the type o f financing it needs, can often help a company raise funds. If they are unfamiliar with the company’s industry or the type of financing being sought, they may actually hinder a company’s financing efforts. Common Stocks versus Corporate BondsIt is commonly known and accepted among investors that the higher the returns on an investment, the higher the risks are. Safe investments carry low risk, but the returns are also lower. Different levels of risk apply to common and preferred stock, as well as to corporate bonds. Corporate bonds generally have the lowest level of risk of the three investment types, but also offer lower returns, even with regular dividend payments. Common stocks have the highest risk of the investments and the highest potential returns.Common StocksWhen you purchase stock in a company during a public offering, you become a shareholder in the company. Some companies pay dividends to shareholders based on the number of shares held, and this is one form of return on investment. Another is the profit realized by trading on the stock exchange, but one must sell the shares at a higher price than paid for. The risks of owning common stock include the possible loss of any projected profit, as well as the money paid for the shares, if the share price drops below the original priceCorporate BondsBonds issued by companies represent the largest of the bond markets, bigger than U.S. Treasury bonds, municipal bonds, or securities offered by federal agencies (Sandilands, T. 2013). The risk associated with corporate bonds depends on the financial stability and performance of the company issuing the bonds, because if the company goes bankrupt it may not be able to repay the value of the bond, or any return on investment. Assess the risk by checking the company’s credit rating with ratings agencies such as Moody's  and Standard & Poor's. Good ratings are not guarantees, however, as a company may show an excellent credit record until the day before filing for bankruptcy (Sandilands, T. 2013).RiskCorporate bonds hold the lowest risk of the two types of investments, provided you choose the right company in which to invest. The main reason for this is that in the event of bankruptcy, corporate bond holders have a stronger claim to payment than holders of common stocks. Bonds carry the risk of a lower return on investment, as the performance of stocks is generally better. Common stocks carry the highest risk, because holders are last to be paid in the event of bankruptcy.

Why Investing Of Nike Stocks Essay - 1275 Words

Why invest in Nike stocks? Over the last 10 years’ gym memberships within the United States have increased from 41.3 million to 54.1 million. The biggest trend over the last few years is becoming fit, more and more each day people are finding ways to live fit and healthier lifestyles. From eating the right nutritional foods, working out and people just wanting to follow the latest and greatest trends. The increase in gym memberships and the amount of people working out leads to the increase in athletic attire. For this exact reason athleisure wear was born, it is the newest fashion trends were people wear athletic clothing regardless if they intend go to the gym or not that day. People are wearing it to the office, shopping, to run errands and other social events. Athleisure wear consist of articles of clothing such as spandex, leggings, yoga pants, sports bras and fashionable sweats. Over the last 10 years an increase in athleisure wear has spread at a rapid rate globally, particularly in the womenâ₠¬â„¢s fashion industry. Since 2013 the increase in athleisure wear apparel has grown by 14% and accounts for 18% of the total clothing retail market. With this trend still catching on, active wear is expected to continue to grow at an average rate of 3.3% annually. Due to this rapid increase in purchasing athleisure wear the apparel industry will continue to grow especially Nike because they are the market leaders in active sportswear. For that exact reason I believe that Nike is aShow MoreRelatedWhy Investing Of Nike Stocks Essay1697 Words   |  7 Pages Why Invest In Nike Stocks? Stephen Lane Embry-Riddle Aeronautical University Why invest in Nike stocks? Over the last 10 years’ gym memberships within the United States have increased from 41.3 million to 54.1 million. 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All About Americas Gilded Age

The Gilded Age. The name, popularized by American author Mark Twain, conjures images of gold and jewels, lavish palaces, and wealth beyond imagination. And indeed, during the period we know as the Gilded Age — the late 1800s to the 1920s — American business leaders amassed huge fortunes, creating a suddenly-rich baron class with a fondness for ostentatious displays of newfound wealth. Millionaires built palatial and often gaudy homes in New York City and summer cottages on Long Island and in Newport, Rhode Island. Before long, even refined families like the Astors, who had been wealthy for generations, joined in the whirlwind of architectural excesses. In large cities and then in upscale resort communities, noted established architects like Stanford White and Richard Morris Hunt were designing enormous homes and elegant hotels that mimicked the castles and palaces of Europe. Renaissance, Romanesque, and Rococo styles merged with the opulent European style known as Beaux Arts. The Gilded Age of architecture usually refers to the opulent mansions of the super-wealthy in the United States. The well-to-do built elaborate second homes in the suburbs or in rural settings while at the same time many more people were living in urban tenements and the decaying farmlands of America. Twain was being ironic and satiric in naming this period of American history. Americas Gilded Age The Gilded Age is a time period, an era in history with no specific beginning or end. Families had accumulated wealth from generation to generation — profits from the Industrial Revolution, the building of the railroads, urbanization, the rise of Wall Street and the banking industry, financial gains from the Civil War and Reconstruction, the manufacturing of steel, and the discovery of American crude oil. The names of these families, such as  John Jacob Astor, live on even today. By the time the book The Gilded Age, A Tale of Today was published in 1873, authors Mark Twain and Charles Dudley Warner could easily describe what  was behind the ostentation of wealth in post-Civil War America. There is no country in the world, sir, that pursues corruption as inveterately as we do, says one character in the book. Now here you are with your railroad complete, and showing its continuation to Hallelujah and thence to Corruptionville. For some observers, the Gilded Age was a time of immorality, dishonesty, and graft. Money is said to have been made off the backs of an expanding immigrant population who found ready employment with men of industry. Men such as John D. Rockefeller and Andrew Carnegie are often considered robber barons. Politcal corruption was so pervasive that Twains 19th century book continues to be used as a reference for the 21st century U.S. Senate. In European history this same time period is called the Belle Époque or the Beautiful Age. Architects, too, jumped on the bandwagon of what is often called conspicuous consumption.  Richard Morris Hunt (1827-1895) and Henry Hobson Richardson (1838-1886) were professionally trained in Europe, leading the way to making architecture a valued American profession. Architects the like of Charles Follen McKim (1847-1909) and Stanford White (1853-1906) learned opulence and elegance by working under the leadership of Richardson. Philadelphian Frank Furness (1839-1912) studied under Hunt. The sinking of the Titanic in 1912 put a damper on the boundless optimism and excessive spending of the era. Historians often mark the end of the Gilded Age with the stock market crash of 1929. The grand homes of the Gilded Age now stand as monuments to this time in American history. Many of them are open for tours, and a few have been converted to luxury inns. The 21st Century Gilded Age The great divide between the wealthy few and the poverty of many is not relegated to the end of the 19th century. In reviewing Thomas Pikettys book Capital in the Twenty-First Century, economist Paul Krugman reminds us that It has become a commonplace to say that we are living in a second Gilded Age — or, as Piketty likes to put it, a second Belle Époque — defined by the incredible rise of the one percent. So, where is the equivalent architecture? The Dakota was the first luxury apartment building in New York City during the first Gilded Age. Todays luxury apartments are being designed all over New York City by the likes of Christian de Portzamparc, Frank Gehry, Zaha Hadid, Jean Nouvel, Herzog de Meuron, Annabelle Selldorf, Richard Meier, and Rafael Vià ±oly — they are todays Gilded Age architects. Gilding the Lilly Gilded Age architecture is not so much a type or style of architecture as it describes an extravagance that is not representative of the American population. It falsely characterizes the architecture of the time. To gild is to cover something with a thin layer of gold — to make something appear more worthy than it is or to attempt to improve that which needs no improvement, to overdo, like gilding a lilly. Three centuries earlier than the Gilded Age, even British playwright William Shakespeare used the metaphor in several of his dramas: To gild refined gold, to paint the lily,To throw a perfume on the violet,To smooth the ice, or add another hueUnto the rainbow, or with taper-lightTo seek the beauteous eye of heaven to garnish,Is wasteful and ridiculous excess.— King John, Act 4, Scene 2 All that glitters is not gold;Often have you heard that told:Many a man his life hath soldBut my outside to behold:Gilded tombs do worms enfold.— The Merchant of Venice, Act 2, Scene 7 Architecture of the Gilded Age: Visual Elements Many of the Gilded Age mansions have been taken over by historic societies or transformed by the hospitality industry. The Breakers Mansion is the largest and most elaborate of Newports Gilded Age cottages. It was commissioned by Cornelius Vanderbilt II, designed by architect Richard Morris Hunt, and built oceanside between 1892 and 1895. Across the waters from the Breakers you can live like a millionaire at  Oheka Castle on Long Island in New York State. Built in 1919, the Chà ¢teauesque summer home was built by financier Otto Hermann Kahn. Biltmore Estate and Inn is another Gilded Age mansion that is both a tourist attraction and a place to rest your head in elegance. Constructed for George Washington Vanderbilt at the end of 19th century, Biltmore Estate in Asheville, North Carolina took hundreds of workers five years to complete. Architect Richard Morris Hunt modeled the house after a French Renaissance chateau. Vanderbilt Marble House: Railroad baron William K. Vanderbilt spared no expense when he built a house for his wifes birthday. Designed by Richard Morris Hunt, Vanderbilts grand Marble House,  built between 1888 and 1892, cost $11 million, $7 million of which paid for 500,000 cubic feet of white marble. Much of the interior is gilt with gold. The Vanderbilt Mansion on the Hudson River was designed for Frederick and Louise Vanderbilt. Designed by Charles Follen McKim of McKim, Mead White, the  Neoclassical Beaux-Arts Gilded Age architecture is uniquely set in Hyde Park, New York. Rosecliff Mansion was built for Nevada silver heiress Theresa Fair Oelrichs — not a household American name like the Vanderbilts. Nevertheless, Stanford White of McKim, Mead White designed and constructed the Newport, Rhode Island cottage between 1898 and 1902. Sources Why We’re in a New Gilded Age by Paul Krugman, The New York Review of Books, May 8, 2014 [accessed Jun 19, 2016]Getty Images include Rosecliff Mansion by Mark Sullivan; Biltmore Estate by George Rose; Gold Room of Marble House by Nathan Benn/Corbis; and Vanderbilt Mansion on the Hudson by Ted Spiegel/Corbis