80 Interesting Questions to Ask People in Any Situation

80 Interesting Questions to Ask People in Any Situation SAT / ACT Prep Online Guides and Tips Have you been out at a happy hour with co-workers lately and had to answer the same mundane questions about that project you’re all working on? What about stuck at a dinner at a family reunion, asking your aunt for the tenth time about her college days? Or on a first date, powering through the typical first date questions - â€Å"Where’d you go to college?† â€Å"What do you do for a living?† If you’ve answered yes to any of the above questions, you know how frustrating and boring it can be to ask and answer the same questions over and over again. There’s nothing worse than having a boring, stifling conversation†¦ just as there’s nothing better than truly getting to know someone and learning something unique about them. In this article, I’ll help you revamp your small talk by giving you the 80 most interesting questions to ask people everywhere from a first date to a happy hour with coworkers. The 20 Best Questions to Ask on a First Date Ahh, first dates! Nothing can make or break a first date like conversation. These 20 funny questions to ask people will open up the channels of communication between you and your date and ensure that, however the date goes, it’ll certainly be memorable. Who inspires you? Who do you aspire to be like? Shark diving, bungee jumping, or skydiving? What’s your favorite cheesy pick-up line? Have you ever used it in real life? What’s your favorite Disney movie? What is the weirdest scar you have and how did you get it? Where did you and your best friend meet? Which of your accomplishments are you most proud of? What’s the weirdest Wikipedia rabbit hole you’ve stumbled down? Tell me about the best vacation you’ve ever taken. What’s your favorite physical attribute about yourself? Friday night- would you rather stay in or go out? Do you believe in ghosts? What piece of art (book, music, movie, etc.) most influenced the person you are today? Which would be harder for you to give up: coffee or alcohol? What’s the single best piece of advice you ever received? Who’s your best friend, and what do you love about him or her? What’s the greatest risk you’ve ever taken? If you had 24 hours to do whatever you wanted in this city, what would you do? What do you like about where you work? What hobby have you always wanted to develop? The 20 Best Questions to Ask Friends You've Known Forever We all have those friends we’ve known forever. You know, the ones that you make boxed macaroni and cheese with on Saturday nights for a Netflix binge. Even with those friends that we most love, conversations can get dull and repetitive. Here are some good questions to ask people for spicing up your conversations and getting to know your besties even better. Which house would you belong to in Hogwarts? What emotion do you experience the most? What was your first impression of me? If you were forced to open a bar, what would you name it? Would you rather be stuck in traffic for three hours, or never get Chipotle again? If you and I were to go to jail, what would it be for? If you could learn the date and time of your death, would you? What’s the most embarrassing thing you’ve ever done? Have you ever shoplifted? If yes, what did you take? What are the three things you would bring with you to a deserted island? What is one childhood superstition or fear you’ve never told anyone? What secret obsession do you have that I don’t know? If you could do anything for the rest of your life, what would it be? What makes you feel super loved? What do you lie most about? What's the silliest thing that you've ever gotten upset about? If you had to spend $10,000 today, how would you spend it? What’s your favorite viral video? Who’s your least favorite celebrity? If you could re-do one day in your life, what would it be and why? The 20 Best Questions to Get to Know Your Family Better Have you ever taken the time to really get to know your parents? What about your grandparents? Aunts, uncles, cousins? I’m talking beyond their little pet peeves about putting the dishes away or folding your laundry. Consider asking your family members these questions about the next family get together. You’ll be surprised what you might learn. Did you have a nickname when you were growing up? If so, what was it and where did it come from? Where was your first home? Were you named after anyone? What were your earliest memories of your home? What was your favorite bedtime story as a kid? What was your high school experience like? What clothing fads did you love as a kid? Did you like school? Did you and your friends like to hang out anywhere special as a teenager? Do you remember your first date? Describe your wedding ceremony. What was an unusual thing your children did when they were very small? What historical moment stands out most in your memory? What did you find most difficult about growing up? Were your parents strict or lenient? Do you remember your grandparents or great-grandparents? What were they like? Have you ever been in a serious accident? Name a good friend you’ve known the longest. How many years have you been friends? If you could change one thing about your life, what would it be? If you had the opportunity to erase the last ___ years of your life and go back to age 18, would you do it? Why or why not? The 20 Best Questions to Ask Your Co-Workers Work. You spend hours there every week. But how well do you really know the people you’re there with every day? Fostering strong relationships with your co-workers is a great way to make your work experience more enjoyable. Try these funny questions to ask people the next time you’re gathered around the water cooler on break. What movie or book character do you most identify with? When are you happiest? What more are you wanting from your career right now? If you were to start a company from scratch, what would be its core values? What stresses you out the most at work? What would a perfect day look like for you? How would you spend a million dollars? If you could choose to remain an age forever, what age would you choose? What’s your favorite sport to watch? What was your most recent Netflix binge? What was the best thing that happened to you last weekend? If you could live anywhere in the world, where would it be? What’s the one skill you think everyone should have? Do you consider yourself artistic? Who was your most influential schoolteacher and why? What music would you recommend for me to listen to while I work? What would be the title of your autobiography? Do you have a favorite season? What’s the fanciest event you’ve ever been to? If you could go back to one historical event to witness it, what would it be and why? The Bottom Line: Questions to Ask People to Get to Know Them Conversations don’t have to be rote and boring! Use these 80 questions to spice up your next first date or family dinner. Use conversation as a way to better get to know the people in your life†¦and don’t forget to share about yourself, too!

Music Appreciation Critique #2 Essay Example | Topics and Well Written Essays - 500 words

Music Appreciation Critique #2 - Essay Example The nineteenth century focused more on update in the new century where they wanted music to be changed while focusing on the modern styles and forgetting the old styles of music. This is the point where classical music was considered to be an all time favorite in music history. One particular effective strategy, for example, was continually conjuring up fears about new forms of popular music, above all the amorphous category of jazz. In one critique of popular music, jazz music was highly appreciated (Alexander, 2009). Amadeus Mozart is one of the greatest classical musicians who ever lived. His music happens to be among the finest forms of music to date. Classical music is one of the best types of music that nature has ever had and people have decided to appreciate it in all the possible acts. One of the aims of classical music is to promote the culture of a certain people who live within their surroundings. According to Webster, classical music can be categorized according to the impacts that it makes on the lives of their listeners. Transformation n the world of music can be defined as a process, act or instance of which a genre of music is being played (Goulding, 1995). This was a Latin word that was used in music which refers to the diatonic semitone of the Pythagorean scale. It was also a term that was used in the acapella type of music by Mozart in the 19th century. Instruction in music appreciation went on to build definitions of popular and classical music upon contemporary constructions of race, class and gender, both reflecting and enhancing common stereotypes and prejudices (Dearling) In treating race, class, gender as interrelated, the study on music critiques further expands upon early studies of cultural hierarchy that focused on socioeconomic class and builds upon the work the work of many musicologists that have explored the social construction of music through race and gender. This is a type of musical poem that is

Supervision Platform Essay Example | Topics and Well Written Essays - 2500 words

Supervision Platform - Essay Example Thus, as a supervisor I intend on ensuring that via collaborative efforts between the teachers and other academic staff, each student gets the maximum level of emotional satisfaction possible. The aim is not to produce money making machines in the long-run, in fact to create a lot of highly motivated individuals with the potential to change the world for the better tomorrow. Thus, the supervisory practices which I aim at adopting constitute a collaborative paradigm where every contributor will also be decision maker adding value to the educational practices being employed. Mission Statement as a Supervisor As a supervisor I aim at empowering the teachers as they are directly involved in the personal as well as the professional development of a child. According to a research published in the New York Times by Fretty, Friedman and Jonah (2012), the educational practices adopted by the primary school teachers directly impacts the professional development of the child, i.e. if the qualit y of a primary school education is enhanced by 1%, the earning rate of the resultant student also increases by 1%. This implies that the quality of teachers needs to be enhanced by persistent training and evaluation, also by transforming the way strategies are designed. When the teachers will directly be involved in the decision-making process, an innate capacity for moral responsibility will follow, thus I aim at developing a collaborative working environment giving way to creativity and innovation. My Role as a Supervisor As a supervisor, I am bound to take multiple roles which are even subject to be extended in the long run. I consider my professional as well as my moral responsibility to understand the needs and desires of the teachers as well as the students, and to sync these needs with the modern day practices to impart quality education. Considering this scenario, it is my sole responsibility to transform the teaching patterns by adding new and updated courses to the curricu lum to ensure the progression of the students to the most advanced levels possible. In addition, I intend on taking up this role to add value to the skills and creativity of the students by introducing additional courses relevant to arts. The video illustration; â€Å"connecting with the arts: A workshop for Middle-Grades Students† stresses on the significance of combining arts subjects with sciences to create a sense of innovation in the minds of the students (Education Next). Also, the addition of new courses to the curriculum would naturally demand skills development for the teachers to cope up with the transformation, thus skill development would also become an important role in the process. By initiating discussions with the teachers, it will be my responsibility to create opportunities for the teachers to acquire new skills to equip them with the necessary teaching tools and techniques. In this context, as a supervisor my role won`t be limited to the evaluation and moni toring of the current practices, but also initiating new ones whenever the need arise. Evaluations and collaborative practices go hand in hand, being an important role as the supervisor under the systematic procedures. Leadership Orientation The most traditional leadership styles have been the

12 month Integrated Marketing Communication campaign for Nike Coursework

12 month Integrated Marketing Communication campaign for Nike - Coursework Example The business will sell Nike brand of products that it produces to ideal customers cover all classes of people (Joseph, Gregory and Thomas, 2011). The products stand unique in the market because of the affordable prices that they will be charged. The owners of the business are professionals in the industry; this was to ensure that their skills can as well be combined in the production exercise. The business has future projects of expanding its operations to the foreign markets and thereby expands the markets of the business to enable the business increase the sales to greater heights and then maximize on the profits. The marketing communication campaign is very much effective in the attracting and drawing of customers to the business, creating a good image of the business and therefore retaining the loyal customers whose loyalty had been won by the business. It is also important to highlight that this campaign is very much aware of the size of the market segment that is within the capture as well as the market segment it intends to sell Nike product to. The market knowledge is very crucial as a mistake made in the location of the target market is almost to near impossible in correcting (Terence and Craig, 2012). This paper delves in the discussion of Integrated Marketing Campaign, (IMC). This can be defined as the measure that the various firms use in attempt to achieve and reach the set targets, missions, goals and objectives that were put in place during the initial stages of planning. In this approach, it is therefore important to highlight that the techniques that will be used by the firms and business institutions are complementary in nature. This is because each method kind of gives another support in one way or the other and they can be used I place of the other as well since they are all geared towards one target. In this

Hospital Expansion Analysis

Hospital Expansion Analysis Case Study 1: The Case for Open Heart Surgery at Cabarrus Memorial Hospital- Chemplavil Brief Introduction: Cabarrus Memorial Hospital (CMH) is a large, public hospital located in North Carolina, that prides itself in cultivating a never wavering commitment to its community. Having first opened in 1935, over time CMH has found powerful allies in both Mr. Cannon, owner of Cannon Mills with considerable political and financial influence, and Duke University Medical Center, with who they have formed an educational affiliation and unique teaching arrangement. Due to the boards failure to foresee several front-hand issues, CMH finds itself at a crossroad of sorts. Currently CMH does not have their own open heart surgery program, compelling patients to seek open heart surgery or coronary angioplasties elsewhere. Concerned with the tremendous burden placed on the members of their community and their families to travel to such far lengths to receive adequate care, the board of trustees is considering adding a program of this caliber to their repertoire of cardiac services.    A SWOT analysis and service area structural analysis (Porter) was performed to determine if CMH should apply for a certificate of need (CON) to open a new cardiovascular service program moving forward. Discussion of Key Issues: The potential implementation of a full-service cardiac surgery program in CMH required careful consideration of its existing service area, opposition from competition, need for cardiovascular surgeries, the role of Duke in the proposal, relevant costs, and the likeliness of acquiring approval from North Carolinas DHHS for the CON. Evaluation of CMHs current service area was primarily based upon zip code analysis of current cardiac catheterization and radiation oncology patients, pinpointing Concord and Kannapolis as major sources of patient coverage. With Mr. Cannons help, extensive market development strategies should promote their newly enhanced cardiovascular care and help CMH expand their territory to include farther communities like Rowan County and Stanley County, shaking off bordering service area competition like University, Stanly, and Memorial Hospitals. Study of the population epidemiology points to an inevitably growing need for expanded cardiovascular services, namely open heart surgeries and angioplasties. Projections indicated the at-risk population growth over the next ten years will grow by 31.2% in Cabarrus county, location of CMH. The growing rate of the target, at-risk service area population (45-64) will likely lead to higher rates of open heart procedures (1.39 in North Carolina currently). Proposed costs of the program would total at $2.87 million for year one, $3.81 million for year two and $6.24 million for year three. However, it is known that CMH has sufficient reserve cash to finance the whole project without even acquiring a loan! Based on these projections alone, CMH will reach their break-even point rather quickly, likely sometime after year three, making the addition of a cardiac unit a profitable endeavor. The existing open heart surgery programs in Charlotte, Winston-Salem, and Greensboro are 25 to 60 miles from the service population. This incredulous distance has created confusion and an immense burden for many patients who seek continuity of care as travel times may take up to two hours. It may be wise to consider swiftly bring on home town hero, Dr.   Christy, as part of the new cardiovascular surgery medical staff to embolden the communitys support of CMH and put its patients at ease. Duke can continue its educational affiliation with CMH, and cases needing specialized care would still be referred to Duke. The DHHS of North Carolina awards the CON to centers that achieve an 80% utilization rate for the cardiac surgery suite. Unfortunately, open heart cases from Cabarrus County and Rowan County currently however around only around 73% utilization. CMH will need to make use of adaptive strategies such as the expansion of scope planning that would include market development, product development and market penetration strategies to substantially increase their current volume to hit that threshold. Situational Analysis: SWOT analysis provided detailed findings of the strengths and weaknesses of the internal environment, in addition to the opportunities and threats of the external environment, regarding the current cardiac care CMH provides (Ginter, Peter). Exhibit I: SWOT Analysis Recommendation: CMHs status as a modern, well equipped facility implies that it has the necessary infrastructure to build a cardiac unit, pending a few structural additions. CMHs renovation project would total $3,273,180, and no loans will be needed due to its sufficient reserve fund. Pending a two-year trial run, CMH should track the added comprehensive care that would result from the opening of one heart surgical suite for adult patients, while moving angioplasty to the current cardiac catheterization laboratory. The proposed duration of this project would likely take 3 years and would require the assignment of three dedicated cardiac surgical ICU beds as well as seven telemetry beds to support the open heart program with an almost overwhelming 400 proposed procedures per year from the onset of the program. Benchmarks for Success and Contingency Plans: Implementation of this new program will complicated, but justified. The board should create and follow an action and strategic plan to oversee the creation of this new surgery program. Timelines, benchmarks, and a balanced scorecard will be used to monitor the progress of the plan, and to ensure the standards are being met (Bloomquist P, Yeager). Written reports, like a GANTT chart, which may plot the incurred heart operations against time, can also be used to monitor planning, costs, effectiveness, and resources used by the program (Cellucci L, 2009). Taking corrective action will be dependent on evaluation criteria that will be created by the board and redirection will take place if necessary. If added comprehensive care progress is not being met according to the action and strategic plans, program strategies will be outsourced to an outside consultant. If Dr. Christy is not satisfied with CMHs offer and relocates elsewhere, CMH may be pressed to ask the two surgeons from Duke Medical Center to act as interim on-call heart surgeons or even come on full time to continue the program. If the programs restraining forces continue to outweigh its driving forces, and fails to provide the proposed benefits, termination of the program may be likely. References: Bloomquist P, Yeager J. Using Balanced Scorecards to Align Organizational Strategies. Healthcare Executive; Jan/Feb 2008. pp.24-28. Cellucci, L. W., Wiggins, C. (2010). Essential Techniques for Healthcare Managers. Health Administration Press: Chicago. Ginter, Peter M. Strategic Management of Health Care Organizations. San Francisco, Calif: Jossey-Bass, 2015. Print.

Leprosy :: essays research papers

Leprosy Leprosy or Hansen’s disease, is a chronic, infectious disease that mainly affects the skin, mucous membranes, and nerves. A rod shaped bacillus named Mycobacterium leprea, causes the virus. Mycobacterium leprea is very similar to the bacillus that causes tuberculosis. The reason Leprosy is also known as Hansen’s disease, is because it was first identified in 1874 by a Norwegian physician named Gerhard Henrik Armeur Hansen. Leprosy appears in both the Old and New Testaments. In the bible Leprosy was not the disease that is recognized now, but as various physical conditions that were nothing like the disease. A punishment from God was what these conditions were considered to be. The victim was said to be in a state of defilement. This Hebrew term was translated as lepros, which the word leprosy came from.   Ã‚  Ã‚  Ã‚  Ã‚  The disease’s probable origin was the Indus Valley that is located in India. Leprosy spread from there to the Mediterranean region and North Africa, then all of Europe was affected. This disease is much less common now, as the world case count has dropped below 1 million. During 1995 about 530 000 new cases of leprosy were discovered. It is obvious that third world countries have way more cases as India, Indonesia, and Myanmar account for almost 70% of the cases reported in the world. 5500 know cases of Leprosy still exist in the US, and about 200 cases a reported annually.   Ã‚  Ã‚  Ã‚  Ã‚  Tests to produce leprosy in experimental animals, have not been successful as of yet. Though the organism can be grown in Armadillos, several laboratories have been reported cultivating leprosy in the test tube.   Ã‚  Ã‚  Ã‚  Ã‚  Loss of sensation in a patch of skin is often the first symptom that Leprosy displays. In the lepromatous form, large area’s of the skin may become infiltrated. The mucous membranes of the nose, mouth, and throat may be invaded by large numbers of the organism. Because of damage to the nerves, muscles may become paralyzed. The loss of sensation that accompanies the destruction of nerves may result in unnoticed injuries. These may result in secondary infections, the replacement of healthy tissue with scar tissue, and the destruction of bone. The classic disfigurements of Leprosy, such as loss of extremities from bone damage or the so-called leoline facies, a lionlike appearance with thick nodulous skin, are signs of advanced disease, now

Environmental Analysis of Barclays Bank Essay

EXECUTIVE SUMMARY Banks are central to every society; they provide the funding that facilitates business and entrepreneurship, support a sound financial system, and help to create jobs and wealth. Banks in the UK operate in a highly competitive, globalised but lightly-regulated environment. They face increasingly well-informed and ‘energetic’ customers, determined legislators, and electorates who are becoming environmentally aware. They have to adapt to changing economic and market conditions, fast changing consumer needs and expectations. Their business is influenced by global economic, political, regulatory, technological and other unpredictable factors. Consequently, they have to device their strategies, policies and operations to adapt to these changes in order to meet stakeholder expectations and satisfy consumer needs. In this assignment, I try to describe and evaluate changing business environment of Barclays Bank Plc over the last five years. INTRODUCTION About Barclays Bank Plc Barclays is a major global financial services provider engaged in retail banking, credit cards, corporate banking, investment banking, wealth management and investment management services with an extensive international presence in Europe, the Americas, Africa and Asia. Barclays  Group headquarters is at 1 Churchill Place in London, UK, but it has operations all over the world, with products and services to meet the needs of customers and clients in local markets. With over 300 years of history and expertise in banking, Barclays operates in over 50 countries and employs more than 144,000 people. Barclays moves, lends, invests and protects money for more than 48 million customers and clients worldwide. Organizational structure Barclays is made up of two ‘Clusters’: Global Retail Banking, and Corporate and Investment Banking and Wealth Management, each of which has a number of Business Units. The third major area of the business is Group Centre, which comprises all our essential support functions. UK Banking Industry UK’s banking sector, following the US and Japan, is the world’s third largest and considered foremost in terms of: efficiency, dynamism and return on capital. In addition to having one of the largest commercial banking industries, the UK is also a major international centre for investment and private banking. The UK banking sector’s strong international orientation is reflected in the substantial foreign presence and sizeable assets of foreign banks in London. It services 95% of the population with about 3.5% of UK’s workforce – over a million workers. Banks and financial services contribute  £70bn to the UK’s national output (6.8% of GDP) and provide 25% of total corporation tax ( £8bn) to the UK Government. The main retail banks provide over 125m accounts, clear 7bn transactions a year and facilitate 2.3bn cash withdrawals per year from its network of over 30,000 free ATMs. Banks in the UK contribute well over  £100m per year to charities and local community initiatives. UK banks are authorised and regulated by Financial Services Authority under the Financial Services and Markets Act 2000 (FSMA). Financial Services Authority is an independent non-governmental body which exercises statutory powers under the FSMA. The FSMA requires the FSA to pursue four objectives: to maintain confidence in the UK financial system; to promote public understanding of the financial system; to secure an appropriate degree of  protection for consumers whilst recognizing their own responsibilities; and to reduce the scope for financial crime. Banks of England is responsible for maintaining overall stability of the financial system a whole. The Bank sets interest rates of UK and is also responsible for identifying and limiting systemic financial risk. ANALYSIS Barclays bank operates almost all over the world and hence its actions are influenced by the global economic conditions. I have used PESTEL framework to describe and evaluate business environment of Barclays Bank plc. It categorises environmental factors into six main types: political, economic, social, technological, environmental and legal. Political * Government stability * Taxation policy * Foreign trade regulations * Social welfare policies Economic factors * Business cycles * GNP trends * Interest rates * Money supply * Income distribution * Social mobility * Lifestyle changes * Attitudes to work and leisure * Consumerism * Levels of education Technological * Government spending on research * Government and industry focus on technological effort * New discoveries/development * Speed of technology transfer * Rates of obsolescence Environmental * Environmental protection laws * Waste disposal * Energy consumption Legal * Monopolies legislation * Employment law * Health and safety * Product safety The change in the business environment of Barclays bank Economic factors The collapse of a global housing bubble, which peaked in the U.S. in 2006, caused the values of securities tied to real estate pricing to plummet thereafter, damaging financial institutions globally. Questions regarding bank solvency, declines in credit availability, and damaged investor confidence had an impact on global stock markets, where securities suffered large losses during late 2008 and early 2009. Economies worldwide slowed during this period as credit tightened and international trade declined. Governments and central banks responded with unprecedented fiscal stimulus, monetary policy expansion, and institutional bailouts. The subsequent emergence of a wider set of credit problems – in mortgages and in corporate lending, and in particular in commercial real estate – generated credit capacity constraints and economic slowdown. An initial focus on funding problems, with the failure of Northern Rock caused not by immediately evident solvency/credit quality problems, but by the drying up of the market for both securitised credit assets and wholesale funding availability. Such funding issues were also critical to the problems of Bradford & Bingley and HBOS in September/October 2008. The UK economy was officially declared to be in recession on 6th May 2009. The Office of National Statistics said that Gross domestic product (GDP) fell by 1.5% in the last three months of 2008, after a 0.6% contraction in  the previous quarter. Recession is generally defined as two quarters of successive contractions in GDP, which means the UK had been in recession since July 2008. Industrial production fell by a massive 3.9 per cent over the quarter, while the dominant services sector fell by one per cent. Unemployment had also risen to 2.47 million in the three months to July 2009. It was at its highest level in 14 years since May 1995. The UK economy came out of recession in 2010, after figures showed it had grown by 0.1% in the last three months of 2009. In the second week of January 2010, UK unemployment fell for the first time in 18 month. The UK’s production and service sectors each grew by 0.1% during the quarter. The UK recession began in the April-to-June quarter of 2008, and was the longest UK recession on record. During 18 months of recession, public borrowing increased to an estimated  £178bn, while output slumped by 6%. Impact on Barclays Bank’s performance Barclays announced record profits of more than  £11 billion for 2009 – a 92% rise on the previous year. Its performance driven largely by a strong revival in its investment banking arm Barclays Capital. Profits were also boosted by sale of fund management business Barclays Global Investors, and the addition of the New York operations of failed investment bank Lehman Brothers at the end of 2008. The BGI sale added  £6.3 billion to pre-tax profits. Barclays Capital contributed  £2.5 billion of the bank’s underlying profit of  £5.3 billion which was 13% down on 2008’s  £6 billion. However, the bank’s profit was highly affected by the global economic slowdown and deteriorating economic conditions in the UK. Its UK Retail Banking profit before tax in 2009 decreased 55% ( £757m) to  £612m (2008:  £1,369m), impacted by low interest rates resulting in margin compression on the deposit book and increased impairment charges which together more than offset well controlled costs and an improved assets margin. Impairment charges rose to  £974m (2008:  £414m), reflecting the impact of the economic recession across the business with continued pressure on corporate liquidity, rising default rates and lower asset values. Barclays enforced strict criteria on new credit card applications, using a  scoring system that takes over 400 variables into account when assessing an applicant’s likely ability to manage their credit. Around 50% of applications for credit cards are declined as a result. Strong income growth (2009) across the portfolio driven by increased lending, improved margins and foreign exchange gains, was offset by higher impairment charges, driven by the deterioration in the global economy. Impairment charges in the international businesses increased  £444m, driven by higher delinquencies due to deteriorating economic conditions. UK portfolio charges were higher as a result of rising delinquencies due to the economic deterioration, especially in the loan portfolios, and the inclusion of Goldfish in UK Cards. The impairment charge in Global Retail and Commercial Banking increased by 85% ( £2,473m) to  £5,395m (2008:  £2,922m) as charges rose in all portfolios, reflecting deteriorating credit conditions across all regions. Impairment charges on loans and advances increased 50% ( £2,445m) to  £7,358m (2008:  £4,913m). The increase was primarily due to economic deterioration and portfolio maturation, currency movements and methodology enhancements, partially offset by a contraction in loan balances. In Investment Banking and Investment Management, impairment was broadly unchanged at  £1,949m (2008:  £1,980m). The impairment charge against available for sale assets and reversed repurchase agreements increased by 41% ( £207m) to  £713m (2008:  £506m), driven by impairment against credit market exposures. Political During 2008, the UK government acted in the banking sector to recapitalise banks and guarantee toxic assets and deposits and new lending for essential infrastructure programmes. This was essential to shore up lending for consumers and businesses and restore confidence in banks. Also it was vital to avoid the unprecedented banking crisis having even more wide reaching and catastrophic effects in the wider economy. This decision was not taken lightly and wasn’t considered an easy ride for the banks. Banks wishing to  participate in the Asset Protection Scheme for example had to make additional lending to households and businesses. But the overarching priority in the banking sector was first to ensure the continuing supply of credit to the wider economy. This means returning the banks to solvency and profitability, and maintaining financial stability. On 13th October 2008, the government nationalised the Royal Bank of Scotland (RBS), taking up a 63 % stake in exchange for  £20 billion of taxpayers’ money (now 84% owned by the government) on condition that no executive bonuses paid during 2008; no dividend until the government’s  £5bn of preference shares are repaid and the government appointed three directors; RBS had to maintain mortgage lending at 2007 levels. On 31st October 2008, Business secretary Lord Mandelson waived competition law for takeover of Lloyds TSB’s takeover of Halifax Bank of Scotland creating the fourth biggest bank of Britain to calm uncertainty about the strength of HBOS after a run on its shares. The combined bank accounts for a third of the mortgage market. Although the merged bank is smaller than Barclays, HSBC and Royal Bank of Scotland, because it has less of an international profile than the other banks, it is the market leader – in terms of savings – by a huge margin. In order to shore up confidence in the banking system during 2008, the government injected money into Lloyds TSB Bank ( £5.5bn) and HBOS ( £11bn) and became owner of 43.5% of the combined group, directors were asked to receive 2008’s bonus in shares; no dividend until preference shares are repaid; government appointed two directors; Lloyds asked to maintain mortgage lending at 2007 levels for next three years. As the Financial Services Authority increased the capital ratio requirements for all UK banks, Barclays had been forced to raise  £7.2 billion from Middle Eastern Investors on generous terms. A further  £1.5bn was being raised from institutional investors to strengthen its balance sheet. Chancellor Alistair Darling introduced a temporary one-off super-tax of 50% on bankers’ bonuses paid above  £25000 between December 2009 and April 2010. Bankers still had to pay income tax on any bonus they receive as usual. The  new tax was designed to discourage banks from awarding large bonuses to employees in the wake of the major taxpayer support they have received in the financial crisis. Consequently, Barclays paid  £225 million in windfall bonus tax for 2009. Sociocultual According to British Retail Consortium (BRC), more people are using cash to pay for their purchases amid growing consumer concerns about how much money they are spending. The global credit crunch is causing consumers to be more cautious with their money. Figures from the organisation showed that cash was used for 60 per cent of all transactions during 2008, an increase of 54 per cent from 2007. Cash represented 34 per cent of all money spent in the retail sector during 2008, compared with 32 per cent in 2007. According to BRC, people’s enthusiasm for using cards is slipping as they are not only reluctant to borrow but also reluctant to use cards. A survey released on 22nd January 2009 by communications consultants Cohn & Wolfe revealed the full scale of UK consumers’ anger with financial institutions. UK consumers perceive their banks to be ‘greedy’ and ‘impersonal’, according to the survey, which polled 852 consumers in January 2009. The study also revealed that 60% of consumers don’t believe that their bank is looking after their best interests. When asked which words best describe the perception of their financial institution, consumers identified ‘greedy’ (49%), ‘impersonal’ (36%) and distant (34%). Positive and desired descriptions including ‘ethical’ (2%), ‘trustworthy’ (4%) and ‘transparent’ (5%) were among the least common terms used by consumers to describe their financial institutions. Almost two thirds (64%) of respondents’ trust in financial institutions had weakened over the last 18 months. A lack of confidence in banks was further emphasized with 74% of consumers saying that they do not believe that their bank would help them recover any money they had lost in 2008. Respondents also identified the financial services they trusted most. Retail banks were comfortably (59%) the most trusted type of financial service. At the other end of the scale, investment broker (2%), insurance providers (5%), online financial service providers and supermarket  retailers (both 6%) come off worst. Due to such negative attitude towards banking industry and intense public interest and concern for banks and bankers’ pay, Barclays chief executive John Varley and president Bob Diamond both agreed to sacrifice bonuses for two years, 2008 and 2009. Technological In late 2004, Chip & PIN technology was introduced as a strategic response to tackle counterfeit and lost & stolen card fraud in the face-to-face environment. Up until this point, UK consumers signed for their goods and services and only used their PIN for ATM withdrawals. During 2007, Barclays sent out ‘PIN sentry’ machines to over half a million customers in an attempt to prevent online banking fraud. The PIN sentry reader is meant to be used once an online account holder has logged in to the banking site. After logging in, customers slot their bank debit card into the card reader, which generates a unique code which they must input before making a transaction. Also, retailers and banks are using more fraud screening detection tools and online fraud prevention tools, such as MasterCard SecureCode and Verified by Visa, which make cards more secure when people are shopping online. This led to phone, internet and mail order fraud losses falling 19 percent from  £328.4 million in 2008 to  £266.4 million in 2009. Environmental Climate change has become the single biggest challenge the world faces at the beginning of the 21st century, and in response Barclays is focusing increasingly on its work on the environment, which includes both its direct and indirect impacts. Barclays remains committed to increasing its energy efficiency, and reducing its carbon footprint on an ongoing basis, as well as helping its supply chain reduces its emissions. In 2007, it invested in emissions trading capability, and moved into the consumer market with new lower-carbon products and services. An example is Barclaycard Breathe, a new card that gives consumers incentives when they buy green products, and donates half its profits to environmental projects. In the wholesale market Barclays Capital has committed to the EU emissions trading market to brings its full range of commodity trading and risk management expertise to bear to help clients manage their carbon risk. Since 2005 it has traded over 600 million tonnes of carbon credits, with a notional value of over $14 billion. Legal factors The global financial crisis resulted in a significant tightening of regulation and changes to regulatory structures globally. The changes in the legal framework, policies and banking regulatory action, have an impact on Barclays’ businesses and earnings. The market for payment protection insurance (PPI) has been under scrutiny by the UK competition authorities and financial services regulators. In 2006, the FSA published the outcome of its broad industry thematic review of PPI sales practices in which it concluded that some firms fail to treat customers fairly and that the FSA would strengthen its actions against such firms. Barclays voluntarily complied with the FSA’s request to cease selling single premium PPI by the end of January 2009. On 21st February, the UK government introduced Banking Act 2009 which provides the Authorities with tools to deal with failing banks and building societies. The Banking Act provides a permanent and appropriate regime for the resolution of failing banks. It is a major step forward in the Government’s programme to strengthen stability and confidence in the UK banking system, in the wake of the global instability experienced by financial markets. In order to discourage excessive risk taking by large banks, FSA published its new Remuneration Code of Practice in August 2009. The code states that firms should not encourage risk taking to generate short-term profit – the focus should be on long term success. It required firms to give pay details to FSA so that it can monitor compliance. Barclays’ discretionary pay awards for 2009 were fully compliant with the FSA Remuneration Code which resulted in an increase in the deferred awards by approximately 70% and greater use of  equity in deferral structures, particularly to senior staff. 100% of the discretionary pay awards for 2009 to its Executive Committee were deferred. RECOMMENDATION From previous chapters it becomes clear that Barclays bank operates in unpredictable and volatile business environment. In such circumstances, it is highly recommended that it should be clear about its strategic framework for the coming years and should maintain a sound financial and organisational footing that anticipates and adapts to the regulatory changes. It can achieve superior growth by diversifying its profit base by geography and by business line. It should focus intensely on cost reduction and risk management. It is required to create the internal framework, processes and culture to respond rapidly to new opportunities, threats and regulations. It is also required to re-establish trust and relationship with customers by fulfilling their needs with product innovation and customer centric approach. CONCLUSION The global economic slowdown and subsequent recession in UK and in many other countries of the world have changed the business environment in substantial way. Barclays Bank operates in a business environment which is highly influenced by political, economical, sociocultural, technological, environmental and legal factors. In order to compete successfully, it has to adapt to changing business environment. Its performance in last five years shows that it has the ability to run the business profitably even in such deteriorating economic conditions where other players in the market struggled to survive. However, it needs to undertake a balanced set of strategic initiatives in such unpredictable and extreme volatile business environment which is beyond the organisational control. REFERENCES * Exploring Corporate Strategy, text and cases, sixth edition (2002) by Gerry Johnson and Kevan Scholes * http://en.wikepedia.org * http://www.fsa.gov.uk/pubs/other/turner_review.pdf * http://www.thisismoney.co.uk/news/article.html?inarticle_id=469739&in_page_id=2#ixzz0lIhv4NoL * http://news.bbc.co.uk/2/hi/business/8479639.stm * http://www.myoffshoreaccounts.com/english/offshore_uk-banking-uk-bank-account * http://group.barclays.com/About-us/Barclays-at-a-glance/Key-facts * http://group.barclays.com/Investor-Relations/Shareholder-information/Annual-Reports * http://en.wikipedia.org/wiki/Financial_crisis_of_2007%E2%80%932010) * www.moneyshop.co.uk/†¦/brc-credit-crunch-leading-to-cash-comeback.html * http://www.gciuk.com/en/news/banking-blues-uk-survey-says-consumers-lose-trust * http://www.hm-treasury.gov.uk/press_16_09.htm * http://www.telegraph.co.uk/finance/personalfinance/consumertips/banking/6267384/Online-banking * http://econsultancy.com/blog/1065-barclays-uses-chip-and-pin-to-combat-online-fraud