has anyone compared good and bad with an aarp medical advantage plan vs major medical insurance?

What will a major medical issue do to my insurance premiums? My doctor and I have been discussing a medication for a chronic illness that I have that will cost $20,000 a year. I have an individual insurance plan because the place I work is small and doesn't have a group plan. What will this do to my premiums? I mean will my monthly insurance rates go up substantially?

Individual Health Insurance Plans - Medical history not perfect? anyone know of any affordable insurance plans out there...health insurance, preferably with a deductable only on ER and Hospitalization costs.... and initial "co-pay only" on visits and such...Rx.... my medical history isn't the best, but no major health issues...just some past med. history that could make it difficult for me to be insurred.

A foreigner wants to buy medical insurance coverage in the States? Which Ins co. sell these insurrance? A relative of mine who is over 65 years of age, not an U.S.citizen, nor a premenant resident of the U.S.. He likes to stay in the States for 5 to 6 months a year. He wishes to buy major medical insurance, hospitalization, doctors visit, and prescription drugs coverage for himself. He is a retired senior person. Does anyone knows whether he is eligable to buy the said med insurance? Which Insurance Co.? What Plan? To whom he can contact for a quotation? He is healthy, without any illness, and not on any prescription drug. Thank you.

Is massage therapy a covered benefit with insurance plans in Texas? I am a licensed massage therapist in washington and am considering a move to Austin Texas. I do a lot of insurance benefit massage and am wondering if any major medical benefit plans cover it there.

What is the average cost for international health insurance? I plan to go to china for a few years and would really like to know what the average cost to a major medical insurance policy.

Are medical procedures such as heart attack, cancer, or something major very unaffordable even with insurance? I have great medical insurance and dental, through Aetna. The only downfall is that they ONLY cover 50% of psychiatric/psychology. Which is a shame, since I truly believe that this country can really use a better mental health care system. I've unfortunately been to the ER countless of times, due to being sick and asthma, but I'm working at better maintaining my health. The total expenses weren't too high, they were anywhere from $400 to $4000 ish, for one visit, the $4 grand one including full xrays, CT scan, ekg, etc, and with insurance they all came down to about $50 to $200 ish, after going through insurance, so it's not unreasonable, and they DO have payment plans. However, what if something major happened. Surgery, heart attack, cancer. Wouldn't that catapult the total costs into the $100,000 range? And even if I have insusrance then, how much would they cover? This really scares me. Should I be saving alot just in case? How do we prepare for this? Also do I need separate insurance to cover an extended stay in a hospital just in case, or is what I have now all you need? I'm confused, and scared, and what to take preventative measures before something awful happens/if something were to happen. to the first replyer: I understand that, but if you had a major heart attack or ongoing treatment, hospital stays for a long time, cancer, I doubt you'd just pay your $50 copay and that's the end of it.

Insurance when traveling (not necessarily travel insurance)? I will be out of the country for five months working on my travel website http://www.bombasticlife.com where I do trave review of hotels, restaurants, people I meet along they way and different gadgets that I use while traveling and need to have medical insurance incase something happens. I'm not looking for travel insurance that will cover me incase my trip is canceled but for medical coverage incase I get sick or have an accident, something like a major medical plan. Any ideas or suggestions?

What is a good health insurance company for self employed workers? Need a major medical plan with low payments. No ads, please. Just experience. I am in NM

how does double medical insurance coverage work? my wife is starting a new job and we are thinking of using the medical insurance at her new employer as well as keeping her covered under the existing plan. She doesn't have any major health issues, but does have a fair amount of routine visits that seem to add up over each year. WIll the additional insurance cover the balance 100%?

Is there an Emercency Health Care Insurance Plan? I am 25 and do not have health insurance, nor can I afford it. I would however, like to get a insurance for just emergency care. Recently I found a company that offered a $700 deductible for $60 a month for emergency health and dental care but the site was down for repair at the time and I have since lost it. I remember searching under "emergency health insurance" and "major medical insurance". Is there a proper name for what I am looking for and does it exist? I could care less about doctor visits right now, I am healthy and if need be can pay out of pocket for a doctors visit. I am just worried about the big stuff that could sink me in debt for a long time. It appears that the temporary insurance seems to be one solution, but I would have to keep getting temporary insurance from different providers. I have shopped around and all the sites seem like scams, all they want is your e-mail address so they can send you spam, and I am the only person among family and friends that does not have a job that provides health care so I cannot ask them. Thank you

How does Obama intend to handle the medical health insurance for every American? does he have any plans to solve this major issue or is he just making promises that he has a plan and will use it IF he is elected to office?

Why do liberals attempt to distinguish "economic" from "cultural" issues? Isn't it plain for all to see that illegitimacy and divorce cause poverty? An intact family actually can live quite comfortably, indeed more comfortably than the vast majority of the world's population, on the minimum wage. Remember, if Dad works 60 hours a week at McDonalds, he gets paid for 70 because of overtime. He won't have to buy much food for himself, only his family. Minimum wage in MD is $6.15 per hour. Being a low-wage family man, he will pay no taxes, so he should bring home $1700 a month. That is enough for food, bus fare, and rent is it not? You may have to use hand-me-downs and shop at the thrift store, but you will not suffer any real privation. Heck, you could probably even afford a basic major medical health insurance plan. Really, I don't understand liberals and their failure to recognize the central role of marriage and the family in ensuring economic welfare for all. Help me understand. You all seem to be proceeding from the assumption that I think it is possible for a single person to raise a family on minimum wage. I know that is not the case. I am talking about an intact family. In Baltimore, you can easily rent a 2 bedroom apartment for $1000 a month. That leaves 700 for food and clothes. Remember, you don't need to pay for a babysitter when the wife stays home. In the alternative, the Father can work nights and the mother can work days. That way, the couple gets paid for 80 hours a week. That comes to nearly $2000 a month, and yes there would still be time leftover for trade school for both parents. Please, I'm not trying to be mean, I just don't understand how we can solve poverty, which disproportionately affects women and children, without addressing marital breakdown. Whoever said private health insurance is $300 a month for an individual needs to do some research. Remember, I'm not talking about the best possible coverage. I'm talking about basic major medical coverage. Also, you're all quoting me what you pay for rent which is fine, but the fact is that if you were poorer you would have to live in a less expensive neighborhood. It may not be the nicest neighborhood in town, but then if liberals would allow people to keep guns in their houses to protect their families and put cops on the streets it wouldn't be an issue now would it? Law and order would go a long way toward making less desireable neighborhoods more desireable. Once again, liberals are wrong. As to the issue of whether a minimum-wage family man pays taxes, I am almost certain his tax liability would be zero. But if it isn't, it should be. I don't hear any liberals clamouring for tax breaks, though. Dear Twilight, I can't show you a Mickey D's employee who works 60 hours a week. I am an attorney, because I busted my @ss for 7 years, studying more than 80 a week sometimes, plus doing internships over the summer, exactly so I wouldn't have these problems. Dear Jerry, I agree with you that moral decay infects all classes of society. I'm not saying that only the poor are immoral or even that they are more immoral than others. Its just that they are more vulnerable to the consequences of immorality. Dear Michael S. That's rubbish. My husband and I stayed together during three years of extreme poverty AND law school AND the bar exam. You just have to be committed.

What health insurance plan should I buy? Hi I'm currently looking for a health insurance. I live in southern California. I'm a 27 year old female, 30 lbs overweight, no known medical condition, looking for something to cover mainly major or serious medical problems. Dont know whats better Kaiser Permanente or Blue Shield Blue Cross? Should I look for a high deductible plan or a copayment plan, PPO or HMO? Really confused!!!!!!

Can I find a good Texas Health Insurance Agent Online? I am looking for a good agent that will look out for me an my situation. Not just sell me the plan that will make him the most commission. I recently bought health insurance from Reserve National of Oklahoma and I foud out because I paid my premiums by the year my agent made big bucks. I also found out they are not major medical insurance. I want an agent that will look out for me and show me all the different options. I am 55 my wife is 53 and we are in good hape and take no medications. We are looking for Texas Major Medical Catastrophic Health Insurance. I would like to hear from people with expereience and not a bunch of agents. So if you're an agent please don't bother to respond.

Medicare Part B & Private Health Insurance? My mom is 67 and still works. She has a group health policy through her job. She declined Part B since she is an active employee with group coverage. She works for a small employer, with under 20 employees, so Medicare is primary. The problem is that her group health plan is denying ALL of her claims incurred outside of the hospital, including doctor's visits, telling her that she should have enrolled for Part B. She was advised by SSA to not take Part B since she was still working and has major medical insurance for charges outside of the hospital. But, now, her private insurance is not covering her claims. She feels deceived by her insurance company. I have always heard that it was best to decline Part B when you are actively working and have group health insurance. Can someone help?

Can anyone answer this question for me who DOES NOT work for a dental heath insurance company? Please!? My job has offered me a dental insurance plan which only covers 50% of all major dental procedures. My fee is $14.33 biweekly. I have a $100 deductible. It covers 80% on small stuff like fillings and basic root x-rays....routine stuff like cleanings is free. I've never had to deal with this stuff alone. What kind of deal, or plan does this sound like to you? Thanks so much for your help! OH! I almost forgot. This is ridiculous, but, I've also been offered medical insurance which has a $2,800.00 deductible. The fee for it is $33.00 biweekly and they agree to pay NOTHING until the annual decuctible of $2,800 is met. Now, I'm far from being a genius here, really, but are they freaking kidding me??? I've never heard of such a high deductible in my life. Am I wrong about that? Please help. I really need Medical insurance and make very little money. Anyone who isn't trying to sell me on the company they work for is greatly welcomed to advise me on this. I SO appreciate it!

Most Comprehensive Health Insurance for a College Student? I'll be going to college in a few years, and I'm fully aware of the healthcare crisis. Although money is an issue, my health is more important. Assuming that money is not an issue, what health insurance company provides the most comprehensive and inclusive health insurance policies available? Is there an insurance company out there that will let me do the following? - Choose my own doctor/hospitol - Pay relatively low co-pays - Cover the cost of any prescriptions - Pay for health, medical, eye, and dental on one plan - Pay for the majority of any psychotherapist appointments - Continue coverage despite sudden circumstances (major illness, accident, etc.) - Cover the cost/majority of a specialist upon doctor reccommendation Does such a health insurance plan exist, besides the plan available from the state?

I have been denied private medical insurance in CA; all I want is cheap EMERGENCY coverage; is it availible? Blue Cross, Kaiser, they've all said no. I'm an exceptionally fit 29 year old male, but I had a condition in high school that could, theoretically, require surgery again someday. I'm willing to sign ANYTHING regarding what they won't cover, just as long as they cover emergency injuries. The only plan I've found is the Major Risk subsidized plan that would cost me over 300 a month, way over my budget. Are there any simple emergency-only plans left in CA?

Do I have to use my Primary Medical Insurance if my Secondary is better insurance? I have dual coverage medical insurance. I have had my secondary insurance for years before I got a job and now have my own insurance. Well my new insurance sucks, and I would rather not even claim anything with them and would rather have my now secondary insurance billed. Basically I want to just not put any claims through under the primary or use the newer Primary insurance. When I got the new primary, it was at no cost to me, so I just accepted it, thinking I could use it for back up and just continue using my old insurance. Then I heard that when I go to the doc that I would have to use the new as primary and then the old insurance would now be secondary. I can't cancel the insurance because it was bought on a cafeteria plan and IRS won't allow cancellations unless a major thing has happened (birth, death, divorce, etc). Can anyone help me??? ETA: The issue is that what would cost me only $30 with the older insurance, would end up costing me a lot more, because it's a $2000 procedure and I have a $1000 deductible and if even the old insurance would pick up part of it, most of the time the new primary won't cover this procedure, and then the old secondary won't either, even though they have in the past. My question is: The doctors office does not even know about the new primary yet, do I even have to tell them???

How much can I expect to pay for cobra insurance? I was recently offered a job that pays much more than my current job. The downfall is the employer is small and does not currently offer an employee insurance plans. I'm 30 years old and I've never had any major health issues. I know I can keep the insurance from my former job thru cobra law. But what will i expect to pay. Currently as an employee I pay 26.35 per each pay period (2 week pay periods) for medical insurance and 9.53 a pay period for dental. In summary i pay roughly 71 dollars a month to cover myself only (no dependents). the company i work for has 7000 employees worldwide. probably 2-3000 u.s. employees. How much can I expect to pay for cobra?

How to get health insurance for senior age parents who have greencard status? My mother-in-law is in her 70s and in fairly good health, but the problem is her insurance. She never worked in this country, and will not be eligible for medicare/medical/medicaid for 5 years (due to green card/residency issues). She currently is a member of Kaiser, but due to her age is considered a ''high risk'' patient, and her monthly premium has now gone up to $700 per month. This gives her basic Kaiser care, with co-pays for visits and prescriptions. After consulting a healthcare advocacy group who does comparisons of plans for people, their suggestion was to drop her healthcare completely and save the money. I feel this would be disastrous if something really bad were to happen to her (accident, etc.) and would like to try to present her with other options. Does anyone know of a group that is accepting members for health insurance that has good rates? (any group of people large enough can get a group plan through major insurers) Any advice welcome!

Can I work inside my home as a Medical Transcriptionist ? And How do I go about doing this? Starting in January 2008, I am planning on going back to school at a Junior College, majoring in Medical Office Technology. My intention is to be a Medical Transcriptionist or Medical Coding. I heard that you can work inside your home, working for Hospitals, Insurance Companies, and etc., Is this true, and how do I go about doing this ?

Editing help......??? If you have a few minutes to spare, could anyone please, please help me edit my paper. For many years, people have been debating how medical insurance should be paid: Whether private payment or government payment or some combination. Private payment means one would pay for ones own insurance. Government payment would mean the government pays for ones insurance. If the government were to pay for ones insurance, it would limit ones abilities. Also, Government already has to cover Medicare, Social Security, Government housing, the Federal Housing Committee, and the collapse of the Financial Institutions. To a lot of thoughtful people, the only way to fix the health insurance crisis in the United States is to get the federal government to cover everyone. In most states, individuals can be denied coverage for any number of reasons, so it is wise to request and compare more than one individual health insurance quote. The extra short-term effort that's required to apply for individual medical insurance plans is easily worth the long-term savings. If one is insuring ones family, as opposed to just oneself, there are some additional considerations to take into account. Even if one does receive coverage through an employer-sponsored health plan, one should consider the cost-saving benefits of switching to a family medical insurance policy or moving some of your family members off of your group policy into a family policy. Most Americans receive their health coverage through some type of group health insurance. Although large corporations with hundreds or even thousands of employees have the bargaining power to negotiate with medical insurance companies for custom health plans for their workers, the small business owner must still research options and compare prices from multiple providers. Since small business health insurance offers guaranteed coverage to all employees in a given company, it can be difficult and time consuming for a small business owner to find the best policy. Most major colleges and universities require their full-time students to have medical insurance. While many of these same schools also offer their own student health plan, it is wise to explore his or her options. Typically the school will provide the minimum requirements that a health policy must meet in order to waive coverage under the school's policy. As a senior over 65, one is likely covered under some combination of Medicare plans. Changes in recent years to the federal government's medical insurance program for seniors has created a complex system with rigid enrollment timelines. Currently, we have a mixed system, where the government heavily intervenes in health care. In Canada and Great Britain, they have fully governmental health care systems, but a black market of private medicine exists. The government regulates which drugs are available on the market, through the FDA and through the agencies that fight its War on Drugs. Currently, drug companies are granted monopoly privileges called "patents" that give them the exclusive right to sell their drug for 17 years. A few years ago, Congress passed legislation which actually outlawed the importation of cheaper drugs from other countries and prohibited the federal government's health insurance programs (such as Medicare and Medicaid) from negotiating for lower prices. This provision was repealed by the Democrats after they won control of Congress. Britain, Canada, Japan and a number of other rich countries do so, and they each spend less money on health care than the United States does. They also do not have major companies, like General Motors, flirting with bankruptcy in large part because of the cost of health benefits Health insurers made $100 billion in profits last year, and industries of that size are just not legislated out of business, said Jonathan Gruber, an economist. The party that controls the White House and Congress also opposes the idea. Republicans have their own utopian notions, which generally involve letting loose the free market for Americans to demand better care on their own. The discussion has basically been paralyzed for years. In the meantime, the problem has grown worse. In the United States, forty-six million people lack health insurance, according to the most recent estimate, up from thirty-one million in 1987. Massachusetts changed the terms of the debate. Governor Mitt Romney, a Republican, and the State Legislature, controlled by the Democrats, reached a deal to cover almost everyone in the state. The plan will cut the cost of health insurance for families that do not have it and make it free for many poor families. The state will also require every resident to have insurance or face a stiff fine. The plan breaks free of the usual ideological shackles by dealing with both of the big reasons that nearly one- sixth of the U.S. population lacks insurance. One, many people cannot afford it. Two, some who can afford it imagin

Individual health insurance in Florida for someone with pre-existing conditions?? My husband has high cholesterol (he is only 32) but it is hereditary. He eats right and exercises but is not currently on meds to lower his cholesterol. Neither of our employers offer health insurance. He was recently denied coverage due to no current treatment for the high cholesterol. Does anyone know of a company that would cover him with a pre-existing condition and with already being denied by one company? We live in Florida. He will be starting cholesterol lowering meds soon. We really don't want a discount plan. I am not so concerned with drug coverage for him because we get the cheap Wal-Mart prescriptions, just major medical coverage. Any suggestions are welcome!

I need an insurance plan... any suggestions? I am currently under my husband (he is a Deputy Sheriff in North Carolina), and I am a full-time student. I need a plan with no deductible (I have monthly prescriptions, so I always need to be able to afford a doctor's visit.) My husband is currently paying $460 a month JUST FOR ME. I don't have any major medical problems.... so I think this is ridiculous. Any suggestions would be appreciated! mbrcatz17- just wondering how this warrants a rude answer? If you are an agent, you could have been a lot of help here, like telling me if Aetna is a reputable company or not. $460 is ridiculous- I don't care what you say. All I take every month is Celexa, but I have to have it. Thanks for nothing.

I need help with my work so can someone please answer the following questions so i may compair.? 5. Ray Cupple bought a basic car costing $10,150.00, with options costing $738.00. There is a 6% sales tax in his state and a combined $50.00 license and registration fee. What was Ray's total cost? A. $10,938.00 B. $11,541.28 C. $11,547.00 D. $11,591.28 6. The Hamilton Brush Company issued 2,500 shares of common stock worth $100,000.00 total. What is the par value of each share? A. $25.00 B. $40.00 C. $400.00 D. $250.00 7. Which of the following is intended primarily to enhance a person's tax advantage and retirement income? A. U.S. Savings Bond B. Growth fund C. Money market fund D. IRA 8. A share of stock in the Bree Medical Supply Company is quoted at 35 1/4 . Suppose you hold 20 shares of that stock, which you bought at 31 1/2. If you sold your stock at 35 1/4, which of the following would be true? A. You made a profit of $75.00. B. You suffered a loss of $75.00. C. You made a profit of $705.00. D. You suffered a loss of $630.00. 9. What is the first step that a smart new-car buyer should take before talking to salespersons and putting a deposit on a car? A. Shop around for a car loan. B. Obtain car insurance. C. Study the car market. D. Test-drive the car. 10. Jane has a checkbook balance of $68.00. She then writes two checks, one for $5.00 and one for $62.50. She also deposits $75.00. She then uses her calculator to determine her new balance. Which of the following is the correct series of keys she should press? A. 6 8 + 7 5 - 5 - 6 2 . 5 0 B. ON/C 6 8 - 5 - 6 2 . 5 0 + 7 5 = C. 6 8 + 7 5 - 6 2 5 0 - 5 = D. ON/C 6 8 + 7 5 = 5 = 6 2 . 5 0 11. The Emerson First National Bank is lending you money to buy a new car. The loan agreement will probably state that you must carry _______ insurance. A. liability B. collision C. no-fault D. medical 12. On which of the following types of policies is it a certainty that the insurance company will have to make payment? (We have assumed that the policy has been kept current, payments have been made, and the insurance company remains in business.) A. Life insurance B. Comprehensive car insurance C. Medical insurance D. Liability insurance 13. The major difference between a calculator and a computer, when performing calculations, is that a A. calculator is faster but needs more human assistance. B. calculator is slower and needs more human assistance. C. computer is faster but needs more human assistance. D. computer is slower but needs less human assistance. 14. Your _______ should furnish enough money to live on, in an emergency, for six months. A. investments B. savings C. interest D. IRA 15. Which of the following best describes term life insurance? A. The insured is covered during his or her entire lifetime. B. The insured pays the premium until his or her death. C. The insured pays a premium for a specified number of years. D. The insured can borrow or collect the cash value of the policy. 16. All insurance is based on a principle called A. premium earnings. B. investment premiums. C. division of risk. D. cash value coverage. 17. In a health insurance policy, a statement that an applicant won't be covered for a certain pre-existing condition is called a/an A. exclusion. B. supplement. C. waiting period. D. major medical coverage. 18. The coverage included in an automobile insurance policy that covers property damage is _______ insurance. A. supplemental B. liability C. major medical D. term 19. A master plan is devised for A. emergencies. B. investments. C. short-term goals. D. long-range goals. 20. A _______ is invested by managers in a diversity of stocks, bonds, and other securities. A. series EE bond B. promissory note C. preferred stock D. mutual fund

Should Insurance Companies Be Outsourcing Your Health Care? In the U.S., health care costs are getting so high that some businesses and insurance companies are starting to eye the potential savings of outsourcing health care. "It's just one of the many ways in which our world is flattening," said Arnold Milstein, chief physician at New York-based Mercer Health & Benefits who's researching the feasibility of outsourcing medical care for three Fortune 500 corporations. "Many companies see it as a natural extension of the competition they've faced in other aspects of their business." Blue Shield of California and Health Net of California is now offering lower-cost policies allowing members to seek medical care in Mexico. Florida-based United Group Programs, which sells self-insurance policies to small businesses, offers a plan that sends patients to Bumrungrad International hospital in Bangkok, Thailand. It says the plan will save employers more than 50 percent on major medical costs and slash employees' out-of-pocket expenses to zero. AP http://www.iht.com/articles/ap/2006/11/05/business/AS_FEA_MED_India_Outsourcing_Health.php

Confusing, how is US medical treatment is the best? When US insurance companies send patients to Bangkok for treatment! "United Group Programs, a Boca Raton, Fla.-based company that sells self-insurance policies to small businesses, is already offering a plan that sends patients to Bumrungrad International hospital in Bangkok, Thailand. UGP says the plan will save employers more than 50 percent on major medical costs and slash employees' out-of-pocket expenses to zero. " http://www.cbsnews.com/stories/2006/11/04/health/main2153345.shtml I have heard it on NPR today and could not believe it! hey jake you probably live in the state which requires auto insurance. Do you choose it or is it mandated to you? Do not you think the can be a similar approach in healthcare? It is not all black and white as you think! hey J D . Facts have a liberal bias, do not you know? I trust NPR over FOX and facts are facts... Now let me get it straight ! You are saying insurance companies are steering customers to inferior health service? Wow!

Which restaurants offer Day One medical coverage for employees? I just recently got fired from my job the day before I was going to sign up for the medical insurance. I'm looking for a new restaurant position (as a server or server assistant) And I recently found out that many restaurants have "Day one medical" meaning your eligible for medical the first day you start the job. I know that the olive garden and ruby tuesdays offer these benefits. Now my question is, does anyone know of any other major restaurants that offer this same plan? Preferably restaurants in the Orlando area? Because I really need to get to the doctor but I'm running too low on money and have no insurance. Thanks

how does double medical insurance coverage work? my wife is starting a new job and we are thinking of using the medical insurance at her new employer as well as keeping her covered under the existing plan. She doesn't have any major health issues, but does have a fair amount of routine visits that seem to add up over each year. WIll the additional insurance cover the balance 100%?

I need help deciding which job offer I should take. Lots of info. This could take a while? I hope I have enough room to put it all here. Job #1. Pros: New branch of my current field. More experience, therefore making me more marketable. Worldwide company that manufactures and maintains cranes. Largest contractor in US with major RR companies. Pretty good insurance plan through United Health Care for about $80-$200/month (depending on plan) for full medical and dental for the whole family. Yearly bonuses of 5-15% of annual gross income based on safety and productivity. Company paid pension and $0.50/$1 company match on 401K On call and emergency call out pay is 1-2 hours plus actual work time at regular hourly wage. Company paid training to Chicago. M-F 7:30-4 work schedule 8 paid holidays including Thanksgiving and Friday Cons: About 20-25 miles one way from home. No paid uniforms for 90 days. Although not a completely negative feeling from the interviewing supervisor, it wasn't great I have to continue in additional comments..... , About $1/hour less in pay than job #2 Will not renew my commercial drivers license medical card (California) Although I was reassured about job longevity, current contract is good for about 3-4 years. Job #2 Pros: About 5 miles from home. Good benefits at about $80-$270/month for my family. Profit sharing plan up to 5% of income/year. 401K with company match of $0.50/$1 Company paid life insurance equal to annual salary minimum of $50,000 Long term disability 60% non-taxable after 25 weeks disability Very up front and open policy, good or bad Family company that promotes families (e.g. family (at a local amusement park) and adult Christmas (formal) parties, company picnic at theme park paid by the company for the family Quarterly BBQ's Annual bonus program of anywhere between $200-800/year based on safety and performance Annual trips for employees to either race go-cart (1/2 day) and then dinner and beer at Hooters or dinner and a professional baseball game, all company paid Company paid training also to Chicago and possibility to further training to Georgia and Maryland. Pay is about $1/hour more that job #1 4 day work week/3 days in a row off On call pay is two hours pay per call not to double up if more than 1 call per 2 hours (middle of the night, wake up call situation) I am (secretively) a student and this schedule will help open up my possibilities for available classes. Also, medical is through Blue Cross/Blue Shield if Illonois Cons: Swing shift 3:00 pm-1:30 am, Wednesday through Saturday (no more weekends) That one is huge for me! That is the one that creates the doubt. Summary: Job #1 has the experience possibilities that I'm looking for, better and cheaper insurance, better retirement, but lots of cons. Job #2 everything is very enticing but the weekends, as you can see, is the only thing that is holding me from taking the job. Its big for me. Also, insurance is still good and much cheaper that my last company, but still pricey wow that's alot! I'm torn and so is my family. My wife says just to do what I feel is best but as you can see, I'm not sure what IS best for, not just me and my family but the employer as well. I don't want to start and then leave because I didn't think about the whole picture well enough! Thanks you so much for actually reading this. In all honesty, I'll be surprised if I actually get any responses! Thank you in advance!

How should Sony be managing its strategic renewal? use SWOT and the five forces and Pestel framework analiyses The electronics and media giant Sony was struggling through the late 1990s and early part of the 2 century. With each disappointment, it seemed that Sony’s management launched another restructure’ of the company. By 2003, commentators were beginning to ask whether restructuring was part of the solution or part of the problem. How should Sony be managing its strategic renewal? (by Using the SWOT and the five forces) ... As conditions change, Sony has to change accordingly, because their conventional strategy won’t transcend to the internet-enabled model. Mitchell Levy, author of The Value Framework Introduction For the first quarter ending 30 June 2003, Japan- based Sony Corporation (Sony) stunned the corporate world by reporting a decline in net profit of 98 per cent. Sony reported a net profit of 9.3 mil lion compared to ¥1.1 billion for the same quarter in 2002. Sony’s revenues fell by 6.9 per cent to Y1.6 trillion the corresponding period. Analysts were of the opinion that Sony’s expenditure on its restructuring initiatives had caused a significant dent in its profitability. In the financial year 2002—03, Sony had spent a massive ¥100bn on restructuring ( £5OOm; — €750m). Moreover, the company had already announced in April 2003 about its plans to spend another 1 trillion on a major restructuring initiative in the next three years. Analysts criticized Sony’s management for spending a huge amount on frequent restructuring of its c electronics business, which accounted for nearly two-thirds of Sony’s revenues. In 2003, the sales of the consumer electronics division fell by 6.5 per cent. Notably, Sony’s business operations were restructured five times in years. Analysts opined that Sony’s excessive focus on the m consumer electro (profit margin below 1 per cent in 2002—03), coupled with increasing competition in the consumer electronics industry was severely affecting its profitability. t However, Sony’s officials felt that the restructuring measures were delivering the desired result: According to them, the company had shown significant jump in its profitability in the financial year 2002-2003. Sony reported a net income of ‘1 15.52bn in the fiscal 2002—03 compared to Y15.3lbn in 2001—02. (See ‘table I for Sony’s key financials in the past 13 years.) A statement issued by Sony said, ‘The improvement in the results was Partly due to I its electronics business especially in the components units At the beginning of the new millennium, Sony faced increased competition from W and foreign players (Korean companies like Samsung and LG) in its electronics and entertainment businesses. The domestic rivals Matsushita and NEC were able to capture a substantial market share in the internet-ready cell phones market. Analysts felt that the US-based software giants like Microsoft and Sun Microsystems and the networking major Cisco system posed a serious threat to sony’s home entertainment business. Background On 7 May 1946, Masaru Ibuka (Ibuka) and Akio Electronics, Entertainment and Insurance and Morita (Morita) co-founded a company called F, (see Table 2). Each business division was Tokyo Tsushin Kogyo Kabushiki Kaisha (Tokyo cn into product groups. The electronics Telecommunications Engineering was split into four product with an initial capital of Y190, 000 in the city of Nagoya, Japan. They gave importance to product innovation and decided to offer innovative high quality products to their consumers. The founders introduced many new products division consisted of Sony’s life insurance and like the magnetic tape recorder, the ‘pocket able finance business. pro- radio and more. By the 1960s, the company had established itself in Japan and changed its name to Sony corporation. During the 1960s, the company focused on globalization and entered the US and European markets. During this period, Sony developed and introduced the Walkman, which was a huge success. It significantly boosted Sony’s sales during the 1 By the mid-1980s, Sony’s consumer products were marketed in Europe through subsidiaries in the UK, Germany and French. In 1989, Norio (Ohga) took over as the chairman and CEO of sony from Morita. Under Ohga, Sony began to place greater emphasis on process innovations that improved efficiency and controlled product costs. By 1994, Sony’s businesses were organized into three broad divisions — Electronics; Entertainment and insurance and Finance. Each business division was in turn spilt in to four product group which produced a wide variety of products. The entertainment division, which consisted of innovation and decided to offer, high groups, which produced a wide variety of products. The music group and the pictures group, made quality products to their consumers. Music videos and motion pictures. The finance division consisted of sony’s life insurance and finance business. The company’s growth was propelled by launch of innovative products and by its foray into the music and films business. Restructuring of electronics business (1994) Under Ohga’s leadership, Sony witnessed negligible growth in sales during 1990 and 1994. Sales and operating revenues improved by only 2 per cent during that period. However, the net income and operating income registered a drastic fall of 87 per cent and 67 per cent respectively. Analysts felt that the stagnation in the electronics industry coupled with factors such as the recession in the Japanese economy and the a appreciation of the yen against the dollar led to the deterioration in the company’s performance. It was noticed that in the electronics business the revenues of the video and audio equipment businesses were coming down or were at best stagnant the television and other groups were showing signs of improvement. The ‘Others’ group, which consisted of technology intensive, product such as computer products; video games’ semiconductors and telecom was performing very well and had a growth rate of nearly 40 per cent. In order to focus on the high growth businesses, Sony announce major changes in the structure of its electronics business in April] 1994. Sony’s management felt that the ‘Group’ structure which had fuelled the company’s growth in 1980s, was proving to be edundant_44dynamic business environment of the new structure, the product groups of the electronics businesses were regrouped into eight divisional companies. The eight companies were the Consumer Audio & Video Products company, the Recording Media & Energy Company, the Broadcast Products Company, the Business Industrial Systems Company, the InfoCorn Pro-ducts Company, the Mobile Electronics Company, the Components Company, and the Semiconductor Company. The restructuring exercise laid special focus on the products that formed the ‘Others’ group. Each divisional company had its own goals and was responsible for all its operations (production, sales and finance). The presidents of the divisional Companies were authorized to decide upon the investments to be made up to a prescribed limit. They could also take decisions regarding the HR issues for all employees up to the level of divisional director. In addition, they were made responsible for the financial performance of the companies headed by them. Sony’s presidents were expected to perform a role similar to that of CEOs and were accountable to shareholders. The restructuring of Sony’s electronics business was aimed at improving the company’s focus on high potential products and expediting decision making process to make the company more responsive to changing market conditions, following the restructuring, the number of layers in the decision-making process was reduced from six to a maximum of four layers. Commenting on his responsibilities within the new structure, Ohga said, ‘First of all, I would like for the divisional presidents to run their companies as if they were reporting to shareholders once a year at a share-holders’ meeting. My role will be to review their Strategies, examine any points I feel should be questioned and provide advice when and where necessary.’ The main goals of Sony’s newly formed organization system were explained in a memorandum entitled ‘The Introduction of the Company within a Company System. Ohga said, ‘By revitalizing its organization, Sony aims to introduce appealing products in the market in a timelier fashion while further strengthening cost-competitiveness companywide.’ In 1995, after the implementation of the divisional company structure in the electronics business, changes were announced in Sony’s management structure. Under the new framework, Sony was to be led by a team of executives at the top management level. The team included the‘-Chairman & CEO, Vice Chairman, President &company Operating Officer (COO), Chief Officers and the presidents of divisional companies. Analysts felt that Sony’s management took this measure to reduce the company’s6 on a single leader. In March 1995, Nobuyuki Idei (Idei) was appointed the President and Chief Operating Officer of Sony. Despite the organizational changes, the financial performance of Sony deteriorated in 1995. For the fiscal year ending March 1995, Sony reported a huge net loss of 293.36bn. The write off of goodwill during 1994, the poor performance of the Pictures group and the strength of the yen were regarded as major reasons for this loss. During 1994, the yen was at an all-time high against the dollar, making Sony’s exports uncompetitive. Ana lysts also felt that Sony’s consumer electronics business lacked new, innovative products. Given this poor financial performance, the top management of Sony decided td integrate the company’s various domestic and global business functions such as marketing, R&D, finance, and HR. The functions of its numerous divisional companies were thus brought under the direct purview of headquarters. Idei also decided to strengthen the existing eight-company structure and to lay more emphasis on R&D in the IT field. He felt that Sony needed to focus on developing IT-related businesses. Accordingly, Sony’s management reorganized the existing structure to create a new ten-company structure. The ten-company structure (1996) In January 1996, a new ten-company structure was announced, replacing the previous eight-company structure (see Table 5). Under the new structure, the previous Consumer Audio & Video (A&V) company was split into three new companies — the Display Company, the Home AV Company and the Personal AV Company. A new company, the Information Technology Company, was created to focus on Sony’s business interests in the PC and IT industry. The Infocom Products Company and the Mobile Electronics Company were merged to create the Personal & Mobile Communications Company. The other companies formed were the Components & Computer Peripherals Company (formerly called the Components Company), the Recording Media & Energy Company, the Broadcast Products company the Image & Sound Communications Company (formerly called the Business & Industrial Systems Company) and the Semiconductor Company. In order to devise and implement the corporate strategies of the Sony Group, an Executive Board was created. ‘l hoard was chaired by ldei. The other members of the board included the Chief Human Resources Officer, the Chief Production Officer, the Chief Marketing Officer, the Chief Communications Officer, the chief Technology Officer, the Chief Financial officer, the Executive Deputy President & Representative Director and the Senior Managing Director. In an attempt to consolidate the marketing operations of Sony, the marketing divisions that belonged to the previous organizational setup were spun off to create three new marketing groups — the Japan Marketing Group (.JMG) the international Marketing & Operations group (IM&O) and the Electronic Components & devices Marketing Group (ECDMG). The 1MG was responsible for all marketing activities in Japan for five companies — the Display Company, the 1-lome AV Company, the Information Technology Company , the Personal AV Company arid the Image & Sound Communications Company. The INI&O was responsible for supporting all overseas marketing efforts for these companies. The ECDMG oversaw the world wide marketing operations for the Semiconductor Company and the Components & Computer Peripherals Company. Analysts felt that this consolidation was done to separate Sony’s Japanese marketing operations from its worldwide operations so that the company could operate in a focused manner. To centralize all the R&D efforts of Sony, the previous R&D structure (in which each company had its own R&D division) was revamped and three new corporate laboratories were established. The laboratories were the Architecture Laboratory (responsible for carrying out R&D for software, network and IT-related technologies), the Product Development Laboratory (R&D for product development in AV businesses) and the System & LSI Laboratory (R&D for LSI and system design, the basic components of hardware products). In addition, a new D21 laboratory was established to conduct long-term R&D for future oriented technology intensive products. Sony also gave emphasis to grooming young, talented people to take up top management positions. The company also introduced the concept of ‘virtual companies’ — temporary groups consisting of people from different divisions for launching hybrid products. Sony applied this idea when developing the latest generation M For the financial year 1995.-96 Sony registered a 15 per cent increase in revenues and became profitable again. in April 1998, a new organization, Corporate Information Systems Solutions (CISS), was established to realign and upgrade Sony’s information network systems and its global supply chain. The CISS comprised an advisory committee of individuals from management consultancy firms and Sony’s CISS representatives. The committee members advised the President on technological and strategic issues related to CISS. Representatives of the CISS were placed in all divisional companies to accelerate the implementation of corporate IT projects. During early 1998, Sony formed Sony Online Entertainment in the US to focus on internet- related projects. In May 1998, Sony changed the composition of its board of directors and established the new position of Co-Chief Executive Officer (Co-CEO). Idei was appointed Co-CEO Idei’ reshuffled the management system to facilitate speedy decision making, improve efficiency, and provide greater role clarity to managers. The new system separated individuals responsible for policy-making from those who were responsible for operations. Under the new system, Idei as responsible for planning and designing‘s strategies and supervising the growth of e-business. Along with Ohga , he -had to supervise the performance of the entire Sony group. president Ando was made responsible for overseeing Sony’s core electronics business while Chief Financial Officer (CFO) Tokunaka was made responsible for the company financial strategies and network businesses. In addition, the top management positions of Sony’s global subsidiaries, which were previously called Corporate Executive Officers, were redesigned Group Executive Officers. Explaining the rationale for these changes, a Sony spokesman said, ‘These changes are aimed at making Sony’s management more agile. The implications From 1995 to 1999, Sony’s electronics business (on which the restructuring efforts were focused) grew at a compounded annual growth rate (CAGR) of 8.55 per cent (see Table 6). The music business had a CAGR of 10.5 per cent while the pictures business had a CAGR of 17 per cent. Significant gains were, however, recorded by the games and insurance business. The games business registered a CAGR of 215 per cent, while the insurance business registered a CAGR of 31 per cent. In the late 1990s, Sony’s financial performance deteriorated. For the financial year 1998—99, its net income dropped by 19.4 per cent. During that period, Sony was banking heavily on its PlayStation computer game machines. It was estimated that the PlayStation (Games business) accounted for nearly 42 per cent of Sony’s operating profits and 15 per cent of total sales for the quarter October— December 1998. In the late 1990s, many companies across the world were attempting to cash in on the internet boom. At that time, Sony’s management felt the need to establish a link between its electronics business (TVs, music systems, computers) and its content-related businesses (music, video games, movies and financial services) by making use of the internet. The management felt that in future, the revenues generated by internet-related businesses might even surpass those earned through the consumer electronics business. It wanted to use the internet as a medium for selling its electronic products as well as its content (music, movies and so on). In order to achieve this, Sony announced another reorganization of business operations. Analysts felt that Sony was in a good position to exploit the opportunities offered by the internet sTi-ice the company already had an established position in the electronics and content-related businesses. The unified-dispersed management model In April 1999, Sony announced changes in its organizational structure. Through the new frame work, the company aimed at streamlining its business operations to better exploit the opportunities offered by the internet. Sony’s key business divisions — Consumer Electronics division, Components division, Music division and the Games division — were reorganized into network business This involved the reduction of ten divisional companies into three network companies, Sony Computer Entertainment and the Broadcasting & Professional Systems (B&PS) Company (see Exhibit 1). SCE Company was responsible for the PlayStation business while the B&PS Company supplied video and audio equipment for business, broadcast, education, industrial, medical and production related markets. The restructuring aimed at achieving three objectives — strengthening the electronics business, privatizing three Sony subsidiaries, and strengthening the management capabilities. The restructuring also aimed at enhancing shareholder value through ‘Value Creation Management’. Strengthening the electronics business The three network companies created were the Home Network Company, the Personal IT Network Company and the Core Technology & Network Company. Each network company was governed by a network company management committee (NCMC) and a network committee board (NCB). The NCMC was responsible for developing management policies and strategies. Its members included the officers and presidents of the concerned network company. The NCB was responsible for managing the day-to-day operations of the network company while keeping in mind the overall corporate strategy of the entire organization. Each NCB was chaired by the concerned company’s President & CEO, Deputy President, President and Representative Director, two Executive Deputy Presidents and Representative D, and Corporate Senior Vice President. The new structure aimed at decentralizing the worldwide operations of the company. The corporate headquarters gave the netw5 companies the authority to function as ai entities in their corresponding businesses. To facilitate more functional and operational autonomy, the corporate headquarters also transferred the required support functions and R&D labs to each network company. To give a further boost to Sony’s electronics business, the management created Digital Net work Solutions (DNS) under the purview of head quarters. The role of DNS was to create a network business model by charting strategies and developing essential technologies for exploiting the opportunities offered by the internet. The basic aim of creating DNS was to develop a network base that would provide customers with digital content (such as music and movies) and financial services. Privatizing Sony’s subsidiaries As part of its strategy to promote functional and operational autonomy and to devote more attention to units which contributed significantly to its revenues and profits, Sony decided to convert three of its companies — Sony Music Entertainment a (Japan), Sony Chemical Corporation (manufactured printed circuit boards (PCBs), recording media ; and automotive batteries), and Sony Precision Technology (manufactured semiconductor inspection equipment and precision measuring devices) into wholly owned subsidiaries of Sony. In addition, Sony converted SCE, which was jointly owned by Sony and Sony Music Entertainment (Japan), into a wholly owned subsidiary of Sony. Strengthening the management capability To strengthen the management capability, Sony clearly demarcated the roles of headquarters and the newly created network companies. Accordingly, distinction was made between the strategic and supp Sony’s headquarters was split into two separate units — Group Headquarters and Business Unit Support. The role of Group Headquarters was to oversee group operations and expedite the allocation of resources within the group. The support function such as accounting, human resources and general affairs, were handled by the network companies so that they could enjoy more autonomy in their operations. Significant long-term R&D projects were directly supervised by the headquarters, while the immediate and short-term R&D projects were transferred to the concerned network companies. In order to evaluate the performance of the net work companies, a value based performance meas urement system was introduced. The implications While pursuing its restructuring efforts, Sony started developing products which were compatible with the internet. Its electronic products, such as digital cameras, personal computers, music systems; and Walkman, were made web compatible.Through its website, www.sony.net, consumers could participate in popular television game shows listen to music, and ,d songs and movie trailers, Sony also venture into e-business with the acquisition of Sky Perfect Communications. While focusing on offering internet-enabled products, Sony also attempted to increase internet penetration by offering internet connection at lower cost and higher speed to consumers in urban areas. Sony’s restructuring efforts in 1999 were well received by investors. Following the announcement of the restructuring programme, Sony’s stock- prices nearly tripled. This positive trend continued even in 2000. By March 2000, its stock prices were at a high of $152. Having already offered its PlayStation game console on the internet, Sony— launched its PlayStation 2 (PS2) video game console in Japan in March 2000. The PS2 sold 980,000 units within the first three days of its launch. However, Sony still faced problems since its other businesses, ii hiding electronics, movies, personal computers, and mobile telecommunications, were not performing well. Analysts felt that the low internet penetration rate in Japan (estimated to be 13 per cent in 1999) was proving to be a major hurdle for Sony. Consequently,Sony’s financial performance deteriorated by the end of 1990s. For fiscal1999—2000, Sony’s net income fell to Y121.8 compared to Y l 79bn in the fiscal 1998—99. This resulted in a major fall in its stock prices. By May2000, Sony’s stock prices fell by 40 per cent to$89. Analysts were quick to criticized Sony’s efforts towards transforming itself into a web-enabled Company. They commented that the company had created more hype rather than taking a few significant steps in this regard. In response financial problems, Sony announced a reshuffle in its top management. Idei became the Chairman and Chief Executive Officer of Sony. Ando, who headed Sony’s PC division,was made the President, while Tokunaka, who previously headed the PlayStation unit, was made the Chief Financial Officer of Sony. Sony also undertook a massive cost-cutting exercise. Its global manufacturing facilities were reduced from 70 in 1999 to 65 in 2001. Sony planned to further bring down the number of manufacturing facilities to 55 by the end of 2003.This move would result in the elimination of17,000 lobs. While implementing these measures, the company had to deal with severe resistance from employee unions and local governments (in areas where jobs would be eliminated). Despite the above measures, Sony’s financial condition did not show any significant improvement in 2001. The company was severely affected by the slowdown in the IT industry during2000—01, which led to a decline in the demand fore computer-related products. As a result, in spite of a 9.4 per cent increase in revenue in the fiscal2000—01 (mainly due to the improved sales of the PlayStation games console) Sony’s net income dropped significantly from l21.83bn in the fiscal1999—2000 to y16.75bn in the fiscal 2000—01. Analysts commented that sony required a new business model. The company had immediately to take concrete measures to increase its net income. Sony’s management also felt that with the emergence of net-compatible devices like cellular phones, audio and video gadgets and laptops, PCs were losing their charm, It felt that in the emerging age of ‘broadband’ the demand for the above products was likely to increase in future. Sony’s management felt that in order to boost profitability and exploit opportunities offered by the broadband era, there was a need for yet another organizational restructuring. Restructuring efforts in 2001 Sony announced another round of organizational restructuring in March 2001. The company at transforming itself into a Personal Broadband Network Solutions company, by launching a wide range of broadband products and services for its customers across the world. Explaining the objective of the restructuring, Idei said, ‘By capitalizing on this business structure and by having businesses cooperate with each other, we aim to become the leading media and technology company in the broadband era.’ The restructuring involved designing a new headquarters to function as a hub for Sony’s strategy, strengthening the electronics business, and facilitating network based content distribution. New headquarters to function as a hub for Sony’s strategy Under the new structural framework Sony’s headquarters was revamped into a Global Hub centered on five key businesses — electronics, entertainment, games, financial services and internet/communication service. The primary role of the Global Hub (headed by the top management) was to devise the overall management strategy of the company. Sony’s management decided to integrate all the electronics business related activities under the newly created Electronic Headquarters (Electronics HQJ). In order to achieve the convergence of Audio Video Products with IT (AV/IT convergence), Sony devised a unique strategy called ‘4 Network Gateway’. Under this strategy, the games and internet/communication service businesses were combined with the electronics hardware business so that innovative products could be developed and offered for the broadband market. The three businesses were under the supervision of Ando. In order to provide support services or the entire group, a management platform was created, which consisted of key support functions in diverse fields such as accounting, finance, legal, intellectual copyrights, human resources, information systems, public relations, external affairs and design. The management platform was later split into the Engineering, Management and Customer Service (EMCS) Company and the Sales Platform (which comprised the regional sales companies and region-based internet direct marketing functions).’The management platform was headed by the Chief Administrative Officer, a newly created position. Sony’s management also converted the product- centric network companies into solution-oriented companies by regrouping them into seven companies. Group resources were allocated among the network companies on the basis of their growth potential. Strengthening electronics business To enhance the profitability of the electronics segment, Sony’s management decided to give emphasis to product development efforts. The management felt it was also essential to enhance the quality of the electronic devices manufactured. In order to achieve this, Sony’s management devised an innovative business model called the Ubiquitous Value Network,’ which connected the company’s existing hardware, content and services through an agency of networks. Sony planned to develop a wide range of products which could be connected through this network. Network-based content distribution Like the electronics, games and internet/communication service businesses, the entertainment and financial services businesses were also developed in a network compatible mariner to facilitate electronic content distribution. In the entertainment business, music and movies were converted into a digital format and distributed over the internet (apart from being distributed through traditional channels such as music stores and theatres). In Japan, Sony Music Entertainment launched online music through its website. This website allowed customers to download popular songs for a fee. In the financial services business, Sony Life Insurance Japan launched the ‘Life Planner’ consultancy sys tem which offered personalized financial services online to its customers. Sony Life Assurance Japan also went online and started selling its insurance policies over the internet. The implications Soon after the reorganization, Sony launched some innovative products to cater to the broad band market. For instance, in 2001, the company launched a series of internet-compatible mobile phones. However, the product was unsuccessful (owing to problems in the software used in the mobile devices) and in early 2002 Sony had to recall three batches of phones sold to Japanese companies. In consequence, Sony had to write off $ 110 m in the quarter ending June 2002. In April 2003, Sony announced another major restructuring exercise (to be carried out in the next three years) in order to strengthen its corporate value (see Exhibit 3). Following this announcement, Sony was reorganized into seven business entities — four network companies and three business groups (see Exhibit 4). These business entities were given the authority to frame short-term and long-term strategies. According to analysts, the company’s financial performance did not improve in spite of the frequent restructuring by Sony’s management. For the financial year 2001—02, Sony’s operating income fell by a significant 40.3 per cent while its revenues registered a marginal increase of 3.6 per cent. According to a Business Week report, sales of Sony’s most profitable products — the PlayStation and the PS2 game consoles — were likely to fall (see Exhibit 5). Due to Sony’s poor financial performance, the management planned to further reduce the number of manufacturing facilities and shift some production activities out of Japan. Analysts also criticized Sony for being a diversified business conglomerate engaged in several businesses from semiconductors to financial services. They felt that the company should focus on a few highly profit able businesses like games, insurance, and audio- video equipment and hive off the unprofitable businesses. Analysts felt that spending huge amounts of money on restructuring was not justified, particularly since the restructuring exercise had not yielded the expected results. In 2001, restructuring efforts had cost the company fl00bn; and the proposed restructuring in April 2003 was expected to cost another Yl 4Obn. Analysts also felt that the convergence of consumer electronics, PCs and the internet was not only opening up new opportunities for Sony but also creating more competition for its core businesses. As Sony took steps to strengthen its networking capabilities, the company faced new forms of competition in both domestic as well as foreign markets. For instance, in the US, software giants like Microsystems (as well as a few startups) were planning to enter the home entertainment market. Even Cisco Systems, which provided network solutions, had started manufacturing consumer electronics products. A Business Week report said that Sony lacked any distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo!, nor a limited-product vendor with an efficient distribution network such as Dell. distinctive competencies in the internet-related businesses. It was neither an aggregator of content like Yahoo!, nor a limited-product vendor with an efficient distribution network such as Dell.

do you think that insurance is the closest thing to legalized fraud???? It now costs over $400 per month for the average group medical plan that has a $500 deductible and then only covers 80 percent. Say you have a major trajedy, your still screwed, you'll deal with in network, and out of network people, some will pay others differenetly, you could still wind up paying 60% of the bill, that is after all the costly monthly premiums. i just like how they fight to not have to pay anything on claims.

can you help me with math please? LOG OFF My Homepage My Courses Student # 50457691 -------------------------------------------------------------------------------- Examination Number 986034RR CONSUMER MATH, PART 3 -------------------------------------------------------------------------------- When you have completed your exam and reviewed your answers, click Submit Exam. Answers will not be recorded until you hit Submit Exam. If you need to exit before completing the exam, click Cancel Exam. Questions 1 to 20: Select the best answer to each question. 1. Jane Marko buys a car for $11,400.00. In three years, the car depreciates 48% in value. How much is the car worth in three years? A. $4,788.00 B. $5,472.00 C. $5,928.00 D. $3,800.00 2. The Emerson First National Bank is lending you money to buy a new car. The loan agreement will probably state that you must carry _______ insurance. A. no-fault B. medical C. collision D. liability 3. On which of the following types of policies is it a certainty that the insurance company will have to make payment? (We have assumed that the policy has been kept current, payments have been made, and the insurance company remains in business.) A. Life insurance B. Medical insurance C. Comprehensive car insurance D. Liability insurance 4. Jane has a checkbook balance of $68.00. She then writes two checks, one for $5.00 and one for $62.50. She also deposits $75.00. She then uses her calculator to determine her new balance. Which of the following is the correct series of keys she should press? A. 6 8 + 7 5 – 5 – 6 2 . 5 0 B. 6 8 + 7 5 – 6 2 5 0 – 5 = C. ON/C 6 8 – 5 – 6 2 . 5 0 + 7 5 = D. ON/C 6 8 + 7 5 = 5 = 6 2 . 5 0 5. Marlin Davies buys a truck for $28,000. In three years, the car depreciates 48% in value. How much is the car worth in three years? A. $12,005 B. $27,052 C. $14,000 D. $14,560 6. Which of the following is intended primarily to enhance a person's tax advantage and retirement income? A. IRA B. Money market fund C. Growth fund D. U.S. Savings Bond 7. Which one of the following items is an example of software? A. Mouse B. Word-processing program C. Printer D. Keyboard 8. The Waverly Brush Company issued 4,000 shares of common stock worth $200,000.00 total. What is the par value of each share? A. $400 B. $40 C. $50 D. $500 9. The coverage included in an automobile insurance policy that covers property damage is _______ insurance. A. major medical B. term C. liability D. supplemental 10. A share of stock in the Lofty Cheese Company is quoted at 25 1/4. Suppose you hold 30 shares of that stock, which you bought at 20 1/4. If you sell your stock at 25 1/4, which one of the following statements would be true? A. You'll suffer a loss of $150. B. You'll suffer a loss of $15. C. You'll make a profit of $15. D. You'll make a profit of $150. 11. Car insurance that pays for your injuries when you're in an accident in your car is _______. A. comprehensive B. liability C. medical D. collision 12. The Hamilton Brush Company issued 2,500 shares of common stock worth $100,000.00 total. What is the par value of each share? A. $40.00 B. $250.00 C. $25.00 D. $400.00 13. All insurance is based on a principle called A. investment premiums. B. cash value coverage. C. division of risk. D. premium earnings. 14. Which of the following best describes term life insurance? A. The insured pays the premium until his or her death. B. The insured can borrow or collect the cash value of the policy. C. The insured pays a premium for a specified number of years. D. The insured is covered during his or her entire lifetime. 15. Which of the following devices imparts ownership in a corporation? A. Stock B. Savings account C. Bond D. U.S. Treasury Bill 16. If you have earned income, which of the following retirement devices must you contribute to, by law? A. Pension plan B. Social security (FICA) C. Vesting plan D. IRA 17. In a health insurance policy, a statement that an applicant won't be covered for a certain pre-existing condition is called a/an A. supplement. B. waiting period. C. major medical coverage. D. exclusion. 18. _______ health insurance coverage pays for at least part of hospital costs and fees. A. Major medical B. PPO C. HMO D. Basic 19. A master plan is devised for A. investments. B. short-term goals. C. long-range goals. D. emergencies. 20. A _______ is invested by managers in a diversity of stocks, bonds, and other securities. A. preferred stock B. promissory note C. series EE bond D. mutual fund If you experience technical difficulty while taking this exam, wait a few minutes and follow the instructions on the FAQ. Copyright & Terms | Privacy Policy

United Healthcare Maternity Health Insurance? Is it good? Does anyone have it or know about it? The plan I'm thinking of getting is called "copay select." It has a $197 mo. premium, $2500 deductible, and covers maternity costs up to $2500 for the first 1-2 years, up to $5000 for the 3rd and 4th year, etc. Complications are covered by the "major medical" part. I guess I'm thinking that $2,500 seems like kind of low coverage for a normal childbirth. However, one good thing is that there is no waiting period. Anyone have any advice??

Is this a reasonable solution to the healthcare problem? I would favor the establishment of a publicly owned, non-profit insurance company which provides a lower tier, basic healthcare insurance. Private insurance companies could continue to sell policies for upper tier coverage that fill in gaps from the basic plan. Every American would be required to purchase this basic, affordable coverage. The cost of the policy should have an upper end cap and progress downward based on income level to the point of free for poverty level incomes. This would put all Americans in a single group fund, which will create economy of service. It would be vitally important that the funds generated in this entity not be mingled with the general treasury funds, as done with the social security funds. There would be years that this insurance group would have a surplus and years with a deficit. In surplus years, the cost of the policies should be lowered. In deficit years it should be increased. If the funds go into the general treasury, the cost of these policies would never go down. They would only increase when deficit years roll around. One deficit years would create an increase, which might be followed by 4 or 5 surplus years. The government would enjoy the surplus, then increase the cost again in year 6 because of another deficit. This is one of the major problems with the social security system. The government uses the social security system as a revenue source. There is a major danger of the same thing happening if a national healthcare system is established. Americans would find the cost of healthcare continuously going up if it becomes a general treasury item. Eliminating the profit from a basic health plan could lower the cost of insurance 20% or more. With a group that includes every American, we could see a 40% drop in insurance cost. Keeping upper tier insurance available thru private health plans would keep the medical industry vibrant.

Need help proofreading? “The Government’s Response to Hurricane Katrina” Hurricane Katrina was the most destructive natural disaster to ever hit America. Over 90,000 square miles of land was destroyed, about the size of the United Kingdom. In Mississippi, the storm obliterated coastal communities and left thousands destitute. New Orleans was overwhelmed by flooding. Along the Gulf Coast, tens of thousands suffered without basic essentials for almost a week. More than 1500 people died and not just from the storm alone. Suffering continued in the days and weeks after the storm passed because of the government’s failure at all levels to plan, prepare for and respond aggressively to the storm. In this paper, will explain how the government’s response to Hurricane Katrina greatly affected the nation and the many factors that show the government’s inability to plan, prepare for, and respond to national catastrophes lead to one of the most talked about event in history. The first factor is the long term warnings that went unheeded. Before Hurricane Katrina, government officials knew for forty years of the potentially devastating threat of a catastrophic hurricane to the Gulf region and the destruction it could cause. Government officials had plenty of time to prepare for a catastrophic hurricane but refused to heed the warnings of past hurricanes to the gulf coast. For example when New Orleans experienced flooding in some areas of remarkably similar proportions from Hurricane Betsy in 1965, and when Hurricane Camille devastated the Gulf Coast in 1969 (NOAA/ National Weather Services). When Hurricane George hit the Gulf in 1998, the state of Louisiana to ask FEMA for assistance with catastrophic hurricane planning but little was accomplished in the six years of planning. With six years of planning, the government should have had time to develop and test a catastrophic hurricane plan. In 2004, numerous experts and governmental officials had been anticipating an increase in violent hurricanes, and New Orleans’ special and growing vulnerability to catastrophic flooding due to changing geological and other conditions. If these facts were known, why weren’t plans made in order to prevent a disaster such as this from happening? It seems as though that officials at every level of government did not appear to grasp the magnitude of the storm’s potential for destruction before it made landfall despite strongly worded advisories from the National Hurricane Center (NHC) and personal warnings from NHC Director Max Mayfield. Mayfield was so worried about Hurricane Katrina that he called the governors of Louisiana, Mississippi, and the mayor of New Orleans to discuss the effect Hurricane Katrina might have on their regions. Mayfield even talked about the force of Katrina during a video conference call to President Bush at his ranch in Crawford, Texas (Lush). If Mayfield was so worried about the effects of the storm, why weren’t his advice heeded and the necessary precautions taken to reduce the effects of Hurricane Katrina? The second factor was the terrible decisions in the days before the hurricane hit. Some coastal towns in Mississippi went to extraordinary lengths to get citizens to evacuate, including sending people door-to-door to convince people to move out of harm’s way. While New Orleans Mayor Ray Nagin only orders a mandatory evacuation of all residents from the city of New Orleans. Yet instead of asking for assistance to help residents who lacked the means to leave the city, he orders the Superdome to be opened as a shelter of last resort. The Superdome proved to be more like a prison than a shelter. More than 20,000 people were forced to reside inside the Superdome without working plumbing, food, water, and other necessities for nearly two weeks. Yet Ray Nagin decided that this was appropriate shelter for those people instead of evacuating everyone out of the city. Hurricane Katrina’s devastating effects were felt before the storm even reached the Gulf Coast on August 29, 2005. In the Gulf of Mexico, Hurricane Katrina battered the offshore energy infrastructure and forced the evacuation of more than 75 percent of the Gulf’s 819 manned oil platforms. Two days before landfall, U.S. energy companies estimated that the approaching storm had already reduced Gulf of Mexico oil production by more than a third. The government knew that if Hurricane Katrina had that much force to evacuate 819 manned oil platforms, that the havoc it would reap on the New Orleans would be devastating. Despite the understanding of the Gulf Coast’s vulnerability to hurricane devastation, officials braced for Katrina with full awareness of critical deficiencies in their plans and enormous holes in their resources. While Katrina’s destructive force could not be denied, state and local officials did not have enough of the resources at their disposal. And even though the Governors of the three affected states requested, and President Bush issued, emergency declarations before the Hurricane hit, none of it actually prepared citizens for what they were about to experience. Another terrible decision was the lack of transportation and supplies. FEMA failed to approach other federal agencies for help with transportation to ensure that the city of New Orleans and the state of Louisiana had the means to evacuate their citizens. The City of New Orleans was unprepared to help people evacuate, as many buses from the city’s own fleet were submerged, while at the same time officials had not arranged in advance for drivers for those buses that were available. On Monday, August 29, 2005, Governor Blanco asked FEMA Director Michael Brown for buses, and Brown assured the state the same day that 500 buses were en route to assist in the evacuation of New Orleans and would arrive within hours. In spite of Brown’s assurances and the state’s continued requests over the course of the next two days, FEMA did not direct the U.S. Department of Transportation to send buses until very early on Wednesday, two days after Hurricane Katrina hit and the levees had broken, and the buses did not begin to arrive at all until Wednesday evening and not in significant numbers until Thursday (Millholom). By the time the government realized that they needed the buses to help get people out of the city, the levees had broken and most of the people who they intended to rescues had died or were either trapped on top of roofs on untraveled, flooded streets. New Orleans Mayor Ray Nagin could have prevented many deaths had he gotten people to drive the local buses through the residential areas to save the elderly and the people who had no way out. FEMA could have arraigned for buses from other towns close to New Orleans to rescue the citizens. Yet, these ideas were not thought of when they had two days before the levees broke. The government also failed to communicate properly throughout the entire Hurricane Katrina dilemma. The Homeland Security Operations Center (HSOC) was suppose to provide information about the disaster to decision-makers including the Secretary and the President but failed to create a system to identify and acquire all available, relevant information, and as a result situational awareness was deeply flawed. Yet reliable information on such vital developments as the levee failures, the extent of flooding, and the presence of thousands of people in need of life-sustaining assistance at the New Orleans Convention Center did not reach the White House, Secretary Chertoff or other key officials for hours, and in some cases more than a day. FEMA Director Michael Brown, then in Louisiana, contributed to the problem by refusing to communicate with Secretary Chertoff opting instead to pass information directly to White House staff (Taylor). Moreover, even though senior DHS officials did receive on the day of landfall numerous reports that should have led to an understanding of the increasingly dire situation in New Orleans, many indicated they were not aware of the crisis until sometime Tuesday morning. DHS was slow to recognize the scope of the disaster and that FEMA had become overwhelmed. On the day after landfall, DHS officials were still struggling to determine the “ground truth” about the extent of the flooding despite the many reports it had received about the catastrophe. Government officials did not grasp the need to act on the less-than-complete information that is to be expected in a disaster. DHS leaders did not become fully engaged in recovery efforts until Thursday, when in Deputy Secretary Michael Jackson’s words, they “tried to kick it up a notch”; after that, they did provide significant leadership within DHS and FEMA as well as coordination across the federal government. But this effort should have begun sooner. This effort should have been done when they realized Hurricane Katrina was coming to destroy New Orleans. They had enough time to investigate the reports that were given or to go and get a firsthand look at the destruction that Hurricane Katrina had caused. Another factor was the government’s knowledge that the levees could not withstand a level 4 or 5 hurricane. The levees which prevented New Orleans from being turned into a swamp were built to only withstand Category 3 hurricanes. Officials have known for years that the levees could fail under the pressures of a Category 4 or 5 hurricanes but did nothing to reinforce the levees (CNN). There have been many different sources acknowledging the affects the hurricane would have on the levees. In 2002 the New Orleans Times-Picayune ran a five-part series exploring the vulnerability of the city (The New Orleans Times). The newspaper and other news media as well, specifically addressed the possibility of massive floods drowning residents, destroying homes and releasing toxic chemicals throughout the city. Reuters reported that in 2004, more than 40 state, local and volunteer organizations practiced a scenario in which a massive hurricane struck and levees were breached, allowing water to flood New Orleans. Under the simulation, called "Hurricane Pam," the officials "had to deal with an imaginary storm that destroyed more than half a million buildings in New Orleans and forced the evacuation of a million residents," the Reuters report said (Kahn). If government officials knew that the levees could not stand a Category 4 or 5 hurricanes, then why wasn’t anything done to reinforce the strength of the levees. If nothing could be done to reinforce the wall, why wasn’t a secondary barrier put in place in case of the levees actually breakage? The government had enough time to do something about the levees but instead choose to ignore that it was a structural problem. If the problem had been fixed, many lives and homes would have been spared. Government has since then fixed the levees. Almost a year ago the U.S. Army Corps of Engineers declared that it had restored New Orleans' levees and floodwalls to pre-Hurricane Katrina strength. But yet again another storm weaker than Hurricane Katrina can destroy the levees once again. The new levees sit atop steel sheet piles driven 20 feet (6 meters) into the ground. The piles are long interlocking wall sections that retain water and transfer pressure deeper into the ground, where the soil is more stable (Bourne). But water from holes in the canal bed, excavated before Katrina or scoured by the storm, may be seeping under the barrier through permeable layers of sand and silt. Thus again making the levees a vulnerable target for the next hurricane. The government has spent 3 billion dollars on these levees only to have them possibly torn down again (MSNBC). What was the purpose of fixing the levees if they were still going to have major structural flaws in them that could possibly cause dozens of lives to be lost again? Another major factor is the law enforcement problem that New Orleans faced after Hurricane Katrina. Law enforcement outside the Superdome and the Convention Center was a major problem, and was fueled by several contributing factors, including multiple statements by government officials inflaming the public’s perception of the lawlessness in New Orleans (New York Times). Without effective law enforcement, real or imagined safety threats interrupted every aspect of the response. So without Fearing for their personal safety, medical and search and rescue teams withdrew from their missions. FEMA and commercial vendors of critical supplies often refused to make deliveries until military escorts could be arranged. In fact, there was some lawlessness, yet for every actual act there were rumors of dozens more, leading to widespread and inaccurate reporting that severely complicated a desperate situation (Dyson). Some were looters who were stealing just to be stealing but others were looting for the supplies such as water and food that the vendors refused to bring because of other crime or speculation. Unfortunately, local, state, and federal officials did little to stanch this rumor flow. Police presence on the streets was inadequate, in part because in a matter of hours Katrina turned the New Orleans police department from protectors of the public to victims of the storm as well. Nonetheless, most New Orleans police officers appear to have reported for duty, many setting aside fears about the safety of their families or the status of their homes just to maintain order amidst the chaos. The storm also laid waste to much of the city’s police headquarters and several district offices, along with hundreds of vehicles, rounds of ammunition, and uniforms were all destroyed within the first two days of landfall. Because of this reason, the government shipped out 15, 000 soldiers to enforce the law and maintain public safety (USA TODAY). Crime eventually died down and this was one area that the government actually accomplished something and did it correctly without hesitation. Another factor was the terrible living conditions that people faced while stranded in New Orleans. Over 20,000 people took refuge in Louisiana’s Superdome under unbearable living conditions. The halls reeked of urine and feces were everywhere, a sign of the broken plumbing system; food and water supplies were diminished; and crime ran rampant in the Superdome also known as the “Terrordome” (Brinkley). The Superdome was so packed, that thousands were turned away daily that were seeking refuge from the rising, polluted floodwaters. Many people who were trapped in the city due to the flooding from the breaking of the levees. Flooding in New Orleans drove thousands of survivors to attics and rooftops to await rescue. Some people were trapped in attics and nursing homes and drowned as the dirty waters rose around them. Others escaped only by chopping their way through roofs. Others were sleeping on bridges, cars, and any place they could find that the water could not reach them. The government failed to provide these people with appropriate shelter and when they did provide shelter, the living conditions were deplorable. They failed to provide them with enough food to make sure that they were well fed and not mal-nourished. While authorities recognized the need to begin search-and-rescue missions, other aspects of the response were hindered by a failure to quickly recognize the dimensions of the disaster. Not only did they face terrible living conditions in New Orleans but during the after math as well. FEMA did not even provide adequate temporary relocated homes for many victims who got displaced because of Hurricane Katrina. FEMA offer these people, some of whom lost 300,000 dollar homes, with trailers to live in. Others were stuck in hotels across the U.S. But that didn’t last long, FEMA terminated their contract with the hotels and many people found themselves homeless once again (New York Times). The government didn’t even have a system in place for those who lost their personal information. Many victims found it difficult to reconstruct their shattered lives. In many cases, they had either lost or forgotten basic documents, such as insurance information, birth certificates, and marriage licenses, which would later prove essential to rebuilding their lives. Most of the evacuees did not have access to their medical records, which increased the risk of complications when receiving medical treatment. And many of these citizens were faced with identity theft and no way to prove if they had payed certain debts off. After the government realized that its initial response and the actions it took towards the Hurricane Katrina situation, it releases “The Federal Response to Hurricane Katrina: Lessons Learned”, an extensive review, that identifies deficiencies in the Federal government's response and lays the groundwork for transforming how the Nation - from every level of government, to the private sector, to individual citizens and communities - pursues a real and lasting vision of emergency preparedness and response (Fragos-Townsend). In conclusion, there are a lot of factors that contribute to the government’s appalling response to Hurricane Katrina and destruction that it caused. There are a lot of mixed feelings when it comes to this topic but I think the government has a lot of work to do in regards to creating and implementing a hurricane disaster program. Many things could have been done to prevent Hurricane Katrina from being one of the worst natural disasters in America but it can only provide as an example to teach the government how to be more prepared when disaster strikes. Bourne, Joel K. "National Geographic News." 6 May 2007. National Geographic. 11 March 2008 <http://news.nationalgeographic.com/news/2007/05/070506-orleans-levees.html>. Brinkley, Douglas. The Great Deluge. New York City: HarperCollins, 2006. CNN. "CNN.com." September 5 2005. CNN.com. 11 March 2008 <http://www.cnn.com/2005/US/09/03/katrina.chertoff/>. Dyson, Micheal Eric. Come Hell or High Water. New York City: Basic Civitas/ Perseus Books Group, 2006. Fragos-Townsend, Frances. The Federal Response to Hurricane Katrina: Lessons Learned. Extensive Review Report. Washington, D.C.: Homeland Security and CounterTerrorism, 2006. Kahn, Michael. "Reuters.com." 19 April 2007. Reuters.com. 11 March 2008 <http://www.reuters.com/article/newsOne/idUSSIB97535720070419>. Lush, Tamara. "St. Petersburg Times Online." 30 August 2005. St. Petersburg Times Online. 11 March 2008 <http://www.sptimes.com/2005/08/30/State/For_forecasting_chief.shtml>. Millholom, Michelle. "Free Republic." 18 September 2005. Free Republic. 11 March 2008 <http://www.freerepublic.com/focus/f-news/1486872/posts>. MSNBC. "MSNBC." 15 December 2005. MSNBC. 11 March 2008 <http://www.msnbc.msn.com/id/10480727/>. New York Times. "New York Times." 1 September 2005. New York Times. 11 March 2008 <http://www.nytimes.com/2005/09/01/national/nationalspecial/01storm.html>. —. New York Times. 31 August 2006. 11 March 2008 <http://topics.nytimes.com/top/reference/timestopics/subjects/h/hurricane_katrina/index.html?offset=60&s=oldest>. NOAA/ National Weather Services. "National Hurricane Center." 31 August 2007. National Hurricane Center. 11 March 2008 <http://www.nhc.noaa.gov/HAW2/english/history.shtml>. Taylor, Matthew. "Yahoo News." 31 September 2005. Yahoo. 11 March 2008 <http://news.yahoo.com/s/ap/katrina_disaster_response>. The New Orleans Times. "The New Orleans Times." 22 September 2002. The New Orleans Times. 11 March 2008 <http://www.nola.com/katrina/>. USA TODAY. "USA TODAY." 21 June 2006. USA TODAY. 11 March 2008 <http://www.usatoday.com/news/nation/2006-06-20-national-guard-new-orleans_x.htm>.

Help me? please? thanx!!? 18. The coverage included in an automobile insurance policy that covers property damage is _______ insurance. A. supplemental B. liability C. major medical D. term 19. A master plan is devised for A. emergencies. B. investments. C. short-term goals. D. long-range goals. I think number 18 is b. Im not sure. and number 19 i think its d. please tell me if im wrong. I'll apreciate it.

Do you realize you are already paying for the healthcare of lazy good for nothing crack heads? No presidential candidate is proposing that we begin doing this. We already are. Please educate yourselves. The two democratic candidates have proposed changing the way healthcare is funded in order to benefit the millions of middle class Americans who work their asses off every day and still can’t afford it. Under this plan, no doctor or medical facility will be employed by the government. The only major difference between the two proposals is that Clinton will make buying insurance mandatory and Obama won’t. If you care to learn more about this issue you can visit their websites: http://www.barackobama.com/issues/healthcare/ http://www.hillaryclinton.com/feature/healthcareplan/ Ron B - I absolutely agree with you. I was just trying to enlighten those who are under the impression that the candidates are going to start making them support the lazy asses and that it will be government-run.

This is our plan to Repair our Credit to buy a Home....? We have really horrible credit. We have at least $8,000 in credit card debt alone. We also have medical bills, utilities from my husband's bachelor days, and insurance bills. All of these things haven't been paid in over 18 months. This is the plan. 1) Debt Settlement/Consolidation. It will take us 18 months to pay it all off. Through http://www.creditsolutions.com (Let me know what you've heard? 2) Then we are going to hire someone to do a credit cleanup/credit repair to erase all or most of our negative marks on our credit. (cost from about $900) 3) And finally, we are having my mother (who has excellent AAA credit) add us to two of her major credit cards and carry us as account shareholders for one year. We are going to help her make her monthly payments ect, but not actually have or use her cards. Hopefully all of this will land us with some fair credit to be approved for home loan in say... 3 1/2 years. Let me know what you think. How would you do this

Life insurance and depression. Wondering whether to go to the doctor or not....? Hi, I believe that I am suffering from mild to moderate depression and was planning to go to a psychiatrist about it tomorrow. But it has just occurred to me that it might have a big impact upon a life insurance application that I am planning to make over the next couple of months. Assuming that I am diagnosed with some kind of depression, but not major, and am prescribed some kind of light drug to deal with it, can anyone tell me what kind of impact that might have on my application? I am not sure whether to go ahead with my doctors appointment at this stage. I'm not suicidal or anything, but I am pretty down! I have never had any other medical conditions that might affect my application. Thanks so much. Thanks for all the answers so far. Would this be likely to affect my premiums a lot or a little, do you think?

Can someone please help me out with day care facility questions? I need someone to please look over my work and give me the correct answers. I have already answered all except 2 questions but I'm not sure if they are correct. 1. The first step to planning a child care center is to A. develop your program philosophy. B. determine the nature of the need for child care facilities in your community. C. establish goals for the children, parents, staff, and community. D. determine which method of teaching you’ll use. My answer was A …………………………………………………………………………… 2. Which of the following best describes why you need to establish goals for your program? A. Goals will let parents know the philosophy of your program. B. Goals tell the community how much they can gain from your program. C. Goals are essential for the children to follow so they may be successful in your program. D. Goals are set to help you understand what it is that you want to accomplish. My answer was C …………………………………………………………………………….. 3. Philosophy in a child care program is A. the basis for developing your basic curriculum or program plans. B. understanding normal child growth and development. C. how you’ll go about accomplishing your goal. D. a list of policy considerations for parents to follow. My answer was A ………………………………………………………………………………. 4. Of the following models of education, which one is more in use than all of the other models combined? A. Developmental-interaction C. Behavior learning B. Cognitive D. Eclectic or traditional My answer was A …………………………………………………………………………………. 5. Which of the following is not included in an admission and enrollment policies handbook for parents? A. Hours of operation B. Orientation policy C. Rights of the employer and the worker D. Financial policy My answer was N/A ……………………………………………………………………………………. 6. Most states have licensing or registration requirements for child care centers and family day care homes. These usually include minimum standards for operation. Which one of the following would you most likely find required in a statement of state licensing standards for child care centers? A. Philosophy of education C. Teacher-child ratios B. Staff pay and discipline procedures D. Verification of business plan My answer was C ………………………………………………………………………………………. 7. You’re writing a description of your eclectic model program for a brochure. Which one of the following sentences would you not use? A. Classroom is filled with materials that are designed for a specific purpose to be used in a prescribed manner. B. Child is an active learner. C. Teacher establishes the environment for the children to interact with. D. Program recognizes the stages of child development. My answer was N/A …………………………………………………………………………………………. 8. Which one of the following is an advantage of setting up a family day care home? A. Your own child or children will have children to play with. B. You can obtain a tax-exempt status. C. You’ll be eligible for federal aid. D. You can enroll as many children as you wish. My answer was A …………………………………………………………………………………………… 9. You’ve decided to open a nonprofit child care center.What is one of the greatest advantages of this type of program? A. You’re more independent since tuition fees are the only source of income. B. You aren’t answerable to the IRS (Internal Revenue Service). C. Program can receive tax-deductible donations and contributions. D. You don’t have to become involved in politics. My answer was C ………………………………………………………………………………………………….. 10. Which one of the following is true of a limited partnership? A. It allows the organizer to retain control rather than sharing it. B. This association is based on equal status of partners. C. Obligations and debts are equal for all partners. D. Limited partners can remain secret. My answer was B ……………………………………………………………………………………………………… 11. When incorporating a business, which one of the following is not a major step to take? A. Preparation of articles of incorporation B. Filing your employee policies with the proper state agency C. Preparation of bylaws D. Holding an incorporator’s meeting My answer was A …………………………………………………………………………………………………………. 12. Of the following kinds of insurance, which is required by law for a business with employees? A. Workers’ compensation C. Accident B. Theft D. Fire My answer was C OR D …………………………………………………………………………………………………………… 13. Some states’ regulations prohibit family day care homes from using which one of the following rooms for child care? A. Kitchen C. Living room B. Upstairs room D. Family room My answer was A …………………………………………………………………………………………………………….. 14. As described in this study unit, which of the following is the key in a quality child care center? A. Location C. A sound budget B. Equipment and supplies D. Staff My answer was B ………………………………………………………………………………………………………………… 15. Of the forms used in a child care program, which of the following would not be required for the children? A. Fingerprint form C. Emergency Identification form B. Medical form D. Field trip permission form My answer was A ………………………………………………………………………………………………………………… 16. All of the following are methods of bringing your business to the attention of prospective clients. Once your child care business is established, which one could you expect to be the most effective? A. Newspaper ad C. Brochure B. Yellow Pages ad D. Word of mouth My answer was A ……………………………………………………………………………………………………………… 17. Of the steps listed below, which step comes after the other three? A. Planning space C. Hiring staff B. Obtaining insurance D. Developing goals and policies My answer was D ………………………………………………………………………………………………………………. 18. Which one of the following survey methods probably yields the most accurate information? A. Telephone questionnaire C. On-site questionnaire B. Mail-in questionnaire D. Shopping center questionnaire My answer was C ……………………………………………………………………………………………………………. 19. Which of the following is paid equally by employer and employee? A. Workers’ compensation C. Unemployment insurance B. FICA tax D. Federal income tax My answer was C ……………………………………………………………………………………………………………. 20. Of all the steps needed for setting up a child care facility, the step that must come first is A. stating program goals. B. developing a business plan. C. assessing child care needs. D. determining licensing requirements. My answer was D Just to make it clear this is not what I want to do its just a subject I need to pass in order to finish school, But if you dont want to give me correct answers can you atleast tell me what questions I have wrong?

Why don`t people research leaders and only accept the given thought of the mass media? Austin, Texas... Politex's for BUSH FAMILY SKELETONS ...www.bushwatch.com -------------------------------------------------------------------------------- Bush Watch... abortion... archives... autobiography... books... brasin's beat... bush league... blacks... blurbs... california... cartoons... charter schools... cocaine... comedy... culture... de lay... education... environment... executions... exploitation... family... foreign policy... free speech... funeralgate... gays... guns... health... insider trading... iowa... jews... justice... latinos... lotterygate... media... millions... pat... personality... press kit... quizgate... rankings... religion... schedule... songs... talk... taxes... tobacco... triangulation... welfare... end... -------------------------------------------------------------------------------- BUSH FAMILY MACHINATIONS, 1918-2000 1918 Prescott Bush Sr., leads a raid on a Indian tomb to secure Geronimo's skull for Skull & Bones. 1937 Prescott Bush's investment firm sets up deal for the Luftwaffe so it can obtain tetraethyl lead. 1942 Three firms with which Prescott Bush is associated are seized under the Trading with the Enemy Act. 1953 George Bush and the Liedtke brothers form Zapata Petroleum. Zapata's subsidiary, Zapata Offshore, later becomes known for its close ties to the CIA. 1954 The Bush family buys out the Liedtke brothers. 1955 George Bush sets up a Mexican drilling operation, Permago, with a frontman to obscure his ownership. The frontman later is convicted of defrauding the Mexican government of $58 million. 1959 Manuel Noriega recruited as an agent by the US Defense Intelligence Agency. 1960 Some investigators believe George Bush spent part of this year and the next in Miami on behalf of the CIA, organizing rightwing exiles for an invasion of Cuba. Is said to have worked with later Iran-Contra figure Felix Rodriguez. 1961 According to the Realist, CIA official Fletcher Prouty delivers three Navy ships to agents in Guatemala to be used in the Bay of Pigs invasion. Prouty claims he delivered the ships to a CIA agent named George Bush. Agent Bush named the ships the Barbara, Houston and Zapata. Bay of Pigs invasion fails. Right-wingers blame Kennedy for failure to provide air cover. CIA loses 15 men, another 1100 are imprisoned. George Bush invites Rep. TL. Ashley -- a fellow Skull & Boner -- down to Texas for a party in order to meet "an attractive girl." Bush writes that "she may be accompanied by an Austrian ski instructor but I think we can probably flush him at the local dance hall." Bush notes that he's had to unlist his phone because "Jane Morgan keeps calling me all the time." [From a letter in the Ashley archives uncovered by Spy magazine.] Zapata annual report boasts that the company has paid no taxes since it was founded. 1963 John F. Kennedy is assassinated. Internal FBI memo reports that on November 22 "reputable businessman" George H. W. Bush reported hearsay that a certain Young Republican "has been talking of killing the president when he comes to Houston." The Young Republican was nowhere near Dallas on that date. According to a 1988 story in The Nation, a memo from J. Edgar Hoover states that "Mr. George Bush of the CIA" had been briefed on November 23rd, 1963 about the reaction of anti-Castro Cuban exiles in Miami to the assassination of President Kennedy. George says it ain't him, admits he was in Texas but can't remember where. 1964 George Bush runs as a Goldwater Republican for Congress. Campaigns against the Civil Rights Act. 1966 Bush, runs as a moderate Republican, gets elected to Congress. Robert Mosbacher chairs Oil Men for Bush. Apache leader Ned Anderson meets with the Skull & Bones lawyer and George Bush's brother Jonathan who attempt to return the skull Prescott Bush had looted in 1933. Anderson refuses the skull because he says it isn't Geronimo's. 1968 George W. Bush joins Skull & Bones at Yale 1970 Bush loses Senate race to Lloyd Bentsen, despite $112,000 in contributions from a White House slush fund. Jim Baker is campaign chair. Bush later claims to have reported correctly all but $6000 in cash --which he denies he got. A 1992 story in the New York Times says the $6000 was listed in records of Nixon's "townhouse operation" which was designed in part to make GOP congressional candidates vulnerable to blackmail. 1971 Bush is named UN Ambassador by Nixon. Bureau of Narcotics and Dangerous Drugs finds enough evidence of Noriega's involvement in drug dealing to indict him, but US Attorney's office in Miami considers grabbing Noriega in Panama for trial here to be impractical. State Department also urges BNDD to back off. 1972 Bill Liedtke gathers $700,000 in anonymous contributions for the Nixon campaign, delivering the money in cash, checks and securities to the Committee to Re-Elect the President (the infamous CREEP) one day before such contributions become illegal. Bill says he did it as a favor to George. 1973 Bush is named GOP national chair. Brings into the party the Heritage Groups Council, an organization with a number of Nazi sympathizers. Bush, according to Lowell Weicker, inquires as to whether records of the "townhouse operation" should be burned. Robert Mosbacher wins an offshore drilling concession from Philippine dictator Ferdinand Marcos. Watergate tapes indicate concern by Nixon and aide HR Haldeman that the investigation into Watergate might expose the "Bay of Pigs thing." Nixon also speaks of the "Texans" and the "Cubans." and mentions "Mosbacher." In another tape, Nixon decides following his re-election to get signed resignations from his whole government so he can centralize his power. Says Nixon to John Erlichman: "Eliminate everyone, except George Bush. Bush will do anything for our cause." 1974 Bush is named special envoy to China. 1975 DEA report notes Noreiga's involvement in drug trade. George W. Bush graduates from Harvard Business School 1976 Jerry Ford names George Bush CIA director, his fourth political patronage job in a little over five years. Bush later claims this is the first time he ever worked for the CIA. At his confirmation hearings, Bush says, "I think we should tread very carefully on governments that are constitutionally elected." Bush holds first known meeting with Noriega. Noriega starts receiving $110,000 a year from the CIA. Noriega found to be working for Cubans as well, but keeps his CIA gig. Bush sets up Team B within the CIA, a group of neo-conservative outsiders and generals who proceed to double the agency's estimate of Soviet military spending. Senate committee headed by Frank Church proposes revealing size of the country's black budget -- intelligence spending that, in contradiction to the Constitution, is kept secret even from the Hill. According to journalist Tim Weiner, Bush argues that the revelation would be a disaster and would compromise the agency beyond repair. By a one vote margin the matter is referred to the Senate. It never reaches the floor. Chilean dissident Orlando Letelier is assassinated by Chilean secret police agents. CIA fails to inform FBI of pending plot and of assassins' arrival in US. CIA claims the hit was the work of left-wingers in search of a martyr. Bush writes internal CIA memo asking to see cable on Jack Ruby visiting Santos Trafficante in jail. In 1992, Bush will deny any interest in the JFK assassination while CIA head. Bush claims nuclear war is winnable. 1977 Philippine dictator Marcos buys back Robert Mosbacher's oil concession. Mosbacher claims he was swindled. Philippine officials say they never saw any expenditures by Mosbacher on the project. 1978 Bush, Mosbacher and Jim Baker become partners in an oil deal. From a Washington Post article by Bob Woodward and Walter Pincus: "According to those involved in Bush's first political action committee, there were several occasions in 1978-79, when Bush was living in Houston and traveling the country in his first run for the presidency, that he set aside periods of up to 24 hours and told aides that he had to fly to Washington for a secret meeting of former CIA directors. Bush told his aides that he could not divulge his whereabouts, and that he would not be available." Former CIA chief Stansfield Turner denies such meetings took place. George W. Bush declares his candidacy for the Midland Congressional district. He wins the Republican primary and loses in the general election. George W. Bush begins operations of his oil firm, Arbusto Energy. With the help of Jonathan Bush, he assembles several dozen investors in a limited partnership including Dorothy Bush, Lewis Lehrman, William Draper, and James Bath, a Houston aircraft broker 1980 Bush becomes Reagan's vice presidential candidate. Runs as a rightwinger again. Mosbacher becomes chief fundraiser for Bush's presidential campaign. Forms a millionaire's club of 250 contributors, each of whom cough up $100,000. William Casey forms a working group to prepare for possible Carter October political surprise. In early October, an Iranian official meets with three top Reagan campaign aides. All three deny memory of the meeting in subsequent proceedings. On October 21, Reagan hints he has a secret plan to release the hostages. This is right around the alleged date of a Paris meeting at which the so-called "October Surprise" was settled. Some allege that at this meeting it was agreed to end the arms embargo against Iran if Iran would release its hostages after the election. While Bush's presence at this meeting has been denied by the House committee investigating the October Surprise, Bush's whereabouts at this critical time remain in doubt. The White House, in fact, has leaked conflicting stories. Rep. Dan Quayle goes on a Florida golfing vacation with seven other men and Paula Parkinson -- an insurance lobbyist who later posed nude for Playboy. Parkinson describes Quayle as a husband on the make, but says she turned him down because she was already having an affair with another congressman. Marilyn Quayle says, "anybody who knows Dan Quayle knows he would rather play golf than have sex." The Reagan-Bush campaign receives stolen copies of Carter's briefing books. Bush's campaign manager, James Baker, forces the dismissal of Bush aide Jennifer Fitzgerald, described in a 1982 Time story as having "much to say about where Bush goes, what he does and whom he sees." Bush continues to pay Fitzgerald out of his own pocket. 1981 Reagan-Bush inaugurated. Hostages released moments before. Shortly thereafter, arms shipments to Iran resume from Israel and America. In July, an Argentinean plane chartered by Israel crashes in Soviet territory. It is found to have made three deliveries of American military supplies to Iran. In a 1991 story in Esquire, Craig Unger quotes Alexander Haig as saying "I have a sneaking suspicion that someone in the White House winked." Says Unger: "This secret and illegal sale of military equipment continued for years afterwards." James Baker named Reagan's chief of staff. SEC filings for Zapata Oil for 1960-66 are found to have been "inadvertently destroyed." Reagan authorizes CIA assistance to Contras. 1982 CIA director William Casey begins Operation Black Eagle to expand US role in Central America. Urges use of "selected Latin American and European governments, organizations and individuals" in the project. Inslaw, a computer software company, signs a $10 million contract to install a case-tracking program in 94 US Attorney's offices. Four months later, after obtaining a copy of Inslaw's proprietary version of the program, the government cancels the contract and begins an aggressive campaign to force the company into bankruptcy. Later sources claim that the program was installed by the CIA and sold to various foreign intelligence agencies. After $3 million is poured into Arbusto with little oil and no profits, just tax shelter George W. Bush change