Financial aid Essay Example for Free

Financial aid Essay REGISTRATION ?THERE IS A COMPULSORY FIRST YEAR SEMINAR THAT ALL FIRST YEAR STUDENTS MUST ATTEND PRIOR to the date of registration. The first year seminar dates will be communicated to you during November 2014. Failing to attend the first year seminar may lead to your space being allocated to another applicant. ?YOUR DATE OF REGISTRATION WILL BE COMMUNICATED TO YOU DURING NOVEMBER 2014. YOU need to register before or on the specified registration date. If you miss this specific registration date, your study space can no longer be guaranteed as we may then  allocate the space to another applicant. Registration dates can also be found on the UJ website at www. uj. ac. za from December 2014 onwards. NATIONAL BENCHMARK TESTS You are required to complete the National Benchmark Test. For more information please go to http://nbt. ac. za or contact the NBT Call Centre at 021 650 3523. FEES Information on tuition and other fees due for 2015 will be available during November 2014. Please visit the UJ website at www. uj. ac. za for more information. BURSARIES Academic merit bursaries are awarded on the grounds of exceptional grade 12 results. Please visit the UJ website at www. uj. ac. za for more information. NSFAS (NATIONAL STUDENT FINANCIAL AID SCHEME) The closing date for the NSFAS loan applications is 1 October 2014 and all enquiries in this regard can be made to [emailprotected] ac. za RESIDENCE Admission to the University does not guarantee admission to the residences. If you applied for admission to a residence, you will receive a separate letter in this regard. AGREEMENT AND INDEMNITY  ?YOU WILL BE REQUIRED TO COMPLETE, SIGN AND SUBMIT A FORMAL AGREEMENT (INCLUDING AN exemption and indemnity) with the University when you register. ?IF YOU ARE UNDER THE AGE OF 18, A PARENT OR GUARDIAN MUST SIGN THE REQUIRED FORM. ?YOU WILL BE REGISTERED ON THE STRICT UNDERSTANDING THAT YOU AGREE TO ABIDE BY THE Student Charter rules and the Academic Regulations of the University of Johannesburg and of the faculty. ? YOU UNDERTAKE TO PAY THE PRESCRIBED FEES AND ACCEPT THAT YOU ARE BOUND BY THE provisions of the formal agreement. Sincerely, Student Enrolment Centre 011 559 4555.

History of Toyota Essay -- Toyota Automobiles Transportation Essays

History of Toyota Replica of the Toyota Model AA, the first production model of Toyota in 1936 The story of Toyota Motor Corporation began in September 1933 when Toyoda Automatic Loom created a new division devoted to the production of automobiles. Quickly thereafter, the division produced its first Type A Engine in 1934, which in turn was used for the production of the first Model A1 passenger in May 1935 and the G1 truck in August 1935. Production of the model AA passenger started in 1936. Although the Toyota Group is most well known today for its cars, it is still in the textile and still makes automatic looms (fully computerized, of course). Establishment of Toyota Motor Co. and WWII 1936 ¨C1946 Toyota Motor Co. was established as an independent company in 1937. Although the founding family name is Toyoda (ØNÃÅ'à ¯), the company name was changed to:  ¡Ã‚ ¤ Signify the separation of the founders' work life from life;  ¡Ã‚ ¤ Simplify the pronunciation, and  ¡Ã‚ ¤ Give the company an auspicious beginning. Toyota ( ¥ÃƒË†Ã‚ ¥Ãƒ ¨Ã‚ ¥Ã‚ ¿) is considered luckier than Toyoda (ØNÃÅ'à ¯) in Japan, where eight is regarded as a lucky number, and eight is the number of strokes it takes to write Toyota in Katakana. During the Pacific War the company was dedicated to truck production for the Imperial Army. Because of severe shortages in Japan, military trucks were kept as simple as possible. For example, the trucks had only one headlight on the center of the hood. Fortunately for Toyota, the war ended shortly before a scheduled allied bombing run on the Toyota factories in Aichi. Start of Commercial Production 1947- Commercial passenger production started in 1947 with the model SA. In 1950 a separate sales company Toyota Motor Sales Co. was established (which lasted until July 1982). In April 1956 the Toyopet dealer chain was established. Today Toyota is one of the top manufacturers with large market shares in both the US and Europe. It has a small division, selling under the Daihatsu brand as well as a heavy vehicle division, selling under the Hino brand. Toyota is Japan's biggest company and the second largest in the world (the larger being General Motors). The company is immensely profitable, and its massive reserves dwarf those of many countries. Toyota's vehicles are generally highly regarded for their quality, proficient engineering, and value; but their designs are ... ... engines  ¡Ã‚ ¤ List of Toyota transmissions  ¡Ã‚ ¤ EPA 2004 fuel economy report (Toyota) External links Wikimedia Commons has more media related to: Category:Toyota  ¡Ã‚ ¤ Toyota Motor Corp. websites o Toyota Motor official site o Toyota USA o Scion USA (requires flash) o Lexus USA o Current Japanese Toyota lineup o Current American Toyota lineup (requires Flash) o Toyota North America 2003 Environmental Report (pdf format) o Toyota North America 2004 Environmental Report (pdf format)  ¡Ã‚ ¤ Information on Toyota's environmental protection policies Data  ¡Ã‚ ¤ Yahoo! - Toyota Motor Corporation Company Profile References  ¡Ã‚ ¤ 2005 Toyota Highlander Hybrid. Retrieved January 11, 2004 from CanadianDriver Communications, Inc. (2004) This entry is from Wikipedia, the leading user-contributed encyclopedia. It may not have been reviewed by professional editors (see full disclaimer) Best of the Web Some good "Toyota Motor Corporation (ADR)" pages on the web: Yahoo!finance. CNBCmoneycentral.msn.com CBS MarketWatchcbs.marketwatch.com CNN Money.cnn.com

Do Men make Better managers than Women? Essay

Only in the last century have more esteemed jobs been allocated to women, in light of the women-rights movement. Even though pay between men and women is still unequal and gender discrimination at the workplace is still imminent, the improvement in the opportunities of women to maintain high ranking jobs in the last century has been drastic. However in certain occupations, such as that of the manager, inequality is even firmer, as shown in studies detailing the sex ratio of managers (Vinniecombe and Colwil, 1995). This phenomenon does not advise that men are more suitable managers, as women are especially disadvantaged in more commonly masculine workplaces, like a managerial role. Rise to new managerial styles and a decrease in prejudice towards women may even prove women to be the more effective managers, or at least equally effective, as men. When it comes to the occupancy of the manager, Women are still more unlikely to hold the position than in other relatively higher job positions, with only about 10 % of management positions in Europe being held by Women, further of those the grand majority lie in the lower management ranks (Vinnicombe and Colwill, 1995). The implication of these figures are either that discrimination is rife in the world of management, or that the qualities that are commonly regarded as necessary for a successful manager are mostly masculine characteristics, including â€Å"drive, objectivity and an authoritative manner† (Wajcman, 1998 pg 55). Therefore it would seem that men have a natural advantage to being a strong manager. Nonetheless, in recent times certain developments in organization theory, including human resource management and Japanese management have indicated that a more effective management needs a â€Å"softer edge and a more people-orientated approach† (Wajcman, 1988 pg 55). The main characteristics of women are commonly seen as â€Å"affectionate, helpful, friendly, kind soft-spoken, sympathetic and gentle† (Barreto, Ryan and Schmitt, 2009 pg 23). Thus, this new concept of a productive manager would pertain more to women. However, as mentioned before, the ratio of female to male managers in lower management positions is still dramatically unbalanced, with higher management positions being only very rarely awarded to women, with an average of 5 % in Europe; even only 2% in England, (Vinnicombe and Colwill, 1995 pg3). This imbalance suggests that the traditionally ideal masculine manager approach is still preferred by the majority of firms and unfortunately only government enforced â€Å"Equal opportunities action plans† have really made a significant difference in the sex ratio of managers. These positive action initiatives have been launched by several countries in the last few decades, as for instance Denmark in 1989 which found that it made a two percent increase in female managers over the course of a year, (Vinnicombe and Colwill, 1995). Hence without the aid of government policies, it will take extremely long for women to be equally represented in managerial roles. That the traditional masculine view of the manager is still vastly more popular than the newer managerial perception which would be more suitable for females, is not only shown by the stagnant change of the gender representation, but also by the characteristics of the few females who hold top managerial positions. Whilst high ranking male managers behave in accordance to the stereotypical male traits, women who have made it to the top mostly act in their profession in a masculine manner, almost indistinguishable from their male counterparts ((Wajcman, 1998). Thus, the few Women who have made it to the manager positions have intentionally acted in a masculine manner in order to succeed (Wajcman, 1998). This indicates that the contemporary feminine managerial style has only been implemented extremely rarely, and that in the extensive majority of cases in order to maintain a top ranking manager position one must exert masculine characteristics. Research shows that this feminine approach, also referred to as â€Å"transformational leadership style†, is often more useful than the traditional management style, especially in firms with more feminine employees (Barreto, Ryan and Schmitt, 2009). The fact that the feminine managerial style is thus by many regarded as at least as effective as the traditional style, if not more, yet still barely ever used seems to lie in the explanation of prejudice and discrimination. Tragically, prejudice and discrimination effects equality in the workplace in exponential ways, from the very choice women make when choosing a career, such as being dissuaded from a manager career as it is seen as a masculine position, to the fact that many firms want a man as a manager as they fear a woman may not be treated with the same respect and authority from the employees (Barreto, Ryan and Schmitt). Such prejudice and discrimination cannot simply be vanquished through stricter discrimination laws, the only truly effective mechanism until now has been positive action initiatives by Governments, which for instance in Scandinavian countries has dramatically increased the representation of Women in management(Vinnicome and Colwill, 1998. In theory, women are at least equally suitable for the role of a manager. Sadly in practice women are at a disadvantage in attaining any management position, and once that position is maintained women have a much harder time being an effective manager. The reason for this is a lack of respect of some subordinates who don’t see a woman as enough of an authority. Though woman can be just as effective managers as men, ingrained prejudice and discrimination, affecting how a female manager is seen and treated by her subordinates, may make her less of a successful manager. If women will be more common in manager positions, over time people will get used to a female manager and the prejudice and discrimination will most likely decrease. Thus positive action programs by governments, may be essential to decreasing prejudice and discrimination and making it possible for women to not just theoretically be equal or even better managers than men, but also in practice.

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