Should You Get Your Baby a Social Security Number

Despite the fact that many people object to being tracked by the U.S. government from the cradle to the grave, there are several at least convenient reasons for parents to get Social Security numbers for their newborn babies. Why So Soon? While it is not required, most parents now apply for their new babys Social Security number before they even leave the hospital. According to the Social Security Administration (SSA), there are several good reasons for doing so. The most common reason is that in order to for you to claim an exemption for your child as a dependent on your federal income tax, he or she will need a Social Security number. In addition, if you qualify for the child tax credit, you will need your childs Social Security number to claim it. Your child may also need a Social Security number if you plan to: Obtain health insurance for your child or add your child to your own health care plan;Open a bank or savings account for your child;Buy savings bonds for your child; or Apply for government benefits or services for your child. How to Do It: At the Hospital The easiest and fastest way to get your new baby a Social Security number is to say you want one when you give the hospital information for your babys birth certificate. You will need to provide both parents Social Security numbers if possible. However, you can still apply even if you do not know both parents Social Security numbers. When you apply at the hospital, your application is first processed by your state and then by Social Security. While each state has different processing times, about 2 weeks is average. Add another 2 weeks for processing by Social Security. You will get your childs Social Security card in the mail. If you do not get your childs Social Security card in the indicated time, you can call Social Security at 1-800-772-1213 (TTY 1-800-325-0778) between 7 a.m. to 7 p.m., Monday through Friday. How to Do It: At the Social Security Office If you didnt deliver your baby at a hospital or you chose not to apply in the hospital, you will need to visit your local Social Security Administration office in order to get your baby a Social Security number. At the Social Security office, you will need to do three things: Complete an Application for a Social Security Card (Form SS-5);Provide original documents proving your childs identity, age and U.S. citizenship status; andProvide documents proving your identity (drivers license, passport, etc.). Ideally, you should provide your childs original birth certificate or a certified copy of the birth certificate. Other documents that might be accepted include; hospital records of birth, religious records, U.S. passport, or U.S. immigration document. Note that children 12 and older will need to appear in person when applying for a Social Security number.The SSA provides a complete list of documents accepted when applying for a new or replacement Social Security number on their web site at http://www.ssa.gov/ssnumber/ss5doc.htm. What About Adopted Children? If your adopted child does not already have a Social Security number, the SSA can assign one. While the SSA can give your adopted child a Social Security number before the adoption is complete, you may want to wait. Once the adoption is complete, you will be able to apply using your childs new name, and listing you as the parent.For tax purposes, you might want to claim an exemption for your adopted child before the adoption is still pending. In this case, you need to send the IRS a Form W-7A, Application for Taxpayer Identification Number for Pending U.S. Adoptions. What Does it Cost? Nothing. There is no charge for getting a new or replacement Social Security number and card. All Social Security services are free. If someone wants to charge you for getting a number or card, you should report them to the SSAs Office of the Inspector General hotline at 1-800-269-0271.

Managing Diversity Within An Organization - 1674 Words

Managing Diversity is often defined as a â€Å"management philosophy of recognising and valuing heterogeneity in organisations with a view to improve organisational performance† (Ozbilgin and Tatli, 2011). Hence recognising the wide variety of qualities possessed by people within an organisation and creating an environment that understands, values and utilises the differences within people. Due to the rapidly growing trends of a more diverse workforce, diverse market and globalisations of businesses, managing diversity is essential for business success through maximisation of utilization of a firm’s most important resources, its employees. This reflects two broad areas of investigation within managing diversity, one includes studies of the instrumental ways that diversity contributes to organisational performance; the other considers ethical and responsible ways that diversity at work can be managed. The Moral case has often been expressed in terms of Equal Opportunitie s, which has found manifestation in various pieces of legislation; the business case, instead, is often referred to in terms of managing diversity. However, it is hard to fully separate managing diversity in the workplace from the provision of equal employment opportunities, as legislation shapes the way in which diversity is managed found manifestation in various pieces of legislation; the business case, instead, is often referred to in terms of managing diversity. Recently, there has been a high-profile debateShow MoreRelatedAn Article On Managing Cultural Diversity Within Sports Organizations : A Theoretical Perspective963 Words   |  4 Pagesthe issue of diversity in sports. 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This paper gives an insight into the world of management and how diversity plays a big part. It explores the key benefits to putting emphasis on diversity and also how not putting emphasis on diversity could hurt your business. This paper also gives examples on how to go about managing diversity in the workplace. With proper focus on managing diversity, your organization can be at a big advantage. I. INTRODUCTIONRead MoreManaging Organizational Diversity845 Words   |  3 Pagesnon-profit and profit organizations to not only become open to change but also be creative. According to Kouzes Barry (2002) â€Å"management of diversity has gained popularity in the recent years and despite its distinct contexts, it is gaining more attention as a result of demographic development, mobility of national and global workforce, international and globalised business as well as increased competitiveness†. Diversity is not only beneficial to the employees but also to organizations’ managers. 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A Japanese-American employee can provide advice about to deal with a client from the Far East; a female employee can offer her input about how to market a new product to sparkRead MoreStrategic Thinking : A Coherent, Integrative And Unifying Framework For Making Decisions1452 Words   |  6 Pagesmeans that innovation and strategy are converging to help in productivity. Innovation has the potential to change the agents within an organization to become better entrepreneurs to meet various challenges. Strategic thinking is crucial in creating a coherent, integrative and unifying framework for making decisions particular regarding the direction in which an organization goes and the resources it plans to utilize (Goldsmit h, 2009). In some way, strategic thinking utilizes external and internalRead MoreWorkplace Diversity : The Visible Or Invisible Differences Among Employees Of An Organization1653 Words   |  7 PagesWorkforce Diversity defines the visible or invisible differences among employees of an organization and could be divided in to three major components such as Primary, Secondary and Organizational and Community. Factors such as Age, Gender, Sexual Orientation, Ethnicity represents Primary while Appearance, Educational Background, Marital Status, Work experience represents Secondary and Job position, Specialization, Nationality, Life stage represents Organizational and Community. In recent years, organizations

Foreign Direct Investment in Bangladesh Free Essays

Home  Ã‚  About Bangladesh  Ã‚  Investment and Trade  Ã‚  FDI in Bangladesh Foreign Direct Investment in Bangladesh| | | | Foreign Direct Investment (FDI) has played a key role in the modernization of the Bangladesh economy for the last 15 years. | Inflows of Foreign Direct InvestmentThere was an inflows of $666m foreign direct investment in 2007 which raised significantly in 2008 to $1086m. As of 2011, inflows of foreign direct investment recorded to $1136. We will write a custom essay sample on Foreign Direct Investment in Bangladesh or any similar topic only for you Order Now 8m. Inflows of foreign direct investment during 2007-2011Source: World Investment Report 2011  Private Investment Statistics Year| Proposed Local Investment| Proposed Foreign Investment| Total Proposed Investment| Growth %  | | Project| BDT| Project| BDT| Project| BDT| | 2005-2006| 1754| 18370| 135| 24986| 1889| 43356| 124. 62| 2006-2007| 1930| 19658| 191| 11925| 2121| 31583| -27. 15| 2007-2008| 1615| 19553| 143| 5433| 1758| 24986| -20. 9| 2008-2009| 1336| 17117| 132| 14749| 1468| 31867| 27. 54| 2009-2010| 1470| 27414| 160| 6261| 1630| 33678| 5. 67| 2010-2011| 1298| 39976| 148| 26935| 1446| 66912| 98. 71| 2011-2012| 1604| 497078| 209| 338910| 1813| 835989| 212| * March, 2012Source:Bangladesh Economic Review-2011 (Bangla version),  Ministry of FinanceForeign and Joint Venture InvestmentIn the year 2009-10 (February), there were 89 new foreign and joint venture investment projects registered to BOI which amount to $590m. The projects were invested to mainly in the service, engineering, clothing and agricultural sectors. Sectorwise foreign and joint venture investment during 2010-2011** As of March, 2011Source:Bangladesh Economic Review-2011 (Bangla version),  Ministry of FinanceCountrywise foreign and joint venture investment during 2009-2010* Country| No. of Projects| Proposed Investment (US$ m)| Saudi Arabia| 3| 478. 652| Australia| 4| 2. 036| USA| 5| 2. 990| Finland| 2| 3. 023| India| 9| 8. 451| South Korea| 12| 33. 768| Malaysia| 3| 3. 056| Netherlands| 5| 8. 544| China| 12| 21. 000| United Kingdom| 5| 3. 507| Pakistan| 2| 0. 990| Japan| 8| 2. 624| Denmark| 1| 1. 217| Sri Lanka| 2| 0. 646| Canada| 2| 1. 017| Taiwan| 1| 0. 502| Singapore| 4| 1. 929| Turkey| 1| 0. 150| Greece| 1| 0. 156| Italy| 2| 1. 039| Hong Kong| 5| 14. 805| Total| 89| 590. 102| As of February, 2010Source:Bangladesh Economic Review-2011 (Bangla version),  Ministry of Finance| How to cite Foreign Direct Investment in Bangladesh, Essay examples

Business Research Methodology Management

Question: Compare and contrast three business research papers as to describe how the researchers considered ethical concerns, ensured validity, performed data collection, and defined measurements using proper scales. Explain why the researchers exhibited similarities and differences in how they considered ethical concerns, ensured validity, performed data collection, and defined measurements using proper scales. Derive two rules given the above analysis. Explain why the rules you derived is important. Answer: Introduction: The aim of the essay is to contrast and compare three different article business research papers based on the way the researcher has defined the variables and the theoretical framework. The three essays considered for the analysis and comparison is based on leadership styles, its impact and consequences on the performance and employee outcome. The three articles are compared with respect to different methods and measures that are used by the researcher. The first article is examines the impact of transformational, transactional and non-transactional leadership on the outcomes of the workforce in International Luxury Hotels which also included the additional effort, efficiency and the satisfaction with the manager. The second article is studies the role of top management ethical leadership through ethical and procedural justice climate on the organizational performance. The third article considers the relationship between the ethical leadership and the work-related well being which is of two types: work engagement and emotional exhaustion (Alshammari, N. Almutairi Fahad Thuwaini, 2015). The essay will focus on the similarities and differences in the way the researcher approached the research. Article 1: The researcher of Article 1 collected data from the employees of the eleven 4-star hotels in Spain. The researcher performed sequence of statistical analyses which identified the factors of three leadership approach through the multi-factor leadership questionnaire (MLQ), examined the impact of leadership styles on the outcome of the employees and assessed the restraining consequence of the diverse types of ownership of hotels on the connection between the leadership styles and employee result (Quintana, Park Cabrera, 2014). The data analysis included ten hypotheses and the data collected was based on the paper based survey from the employees of the international hotels. The paper based survey was conducted on 405 employees of three departments of the eleven hotels. The total valid responses that were collected were only 191 with the response rate to be 24.6%, 18.3%, 23.1% and 34% for the reception, restaurant, housekeeping and other staffs of the department. The content validity of the instrument is ensured by the researcher by an invitation to the group of hotel professionals requested evaluation of the sample and the clarity of the process. The responses of the respondents were calculated based on a 5- point Likert scale. According to the MLQ measurements, a professional panel and the pre-test ensured the content validity. The data analysis of carried out as descriptive analysis and the Partial Least Square (PLS) analysis which tested the hypotheses with the help of SEM and multiple regression analysis. Although the research did not include any ethical concern but the fact that the employees have participated in the survey ensures that the ethical concern has been expressed by the researcher and permission and requests have been made for the completion of the research. Variables used in the research: In the Structural estimation model, there were two variables of transformational leadership which is the idealized attributes and intellectual simulation. The researcher also considered three dependent variables for the commencement of the multiple regression analysis. The dependent variables are transformational leadership as idealized attributes, idealized behavior, inspiration motivation, individualized consideration and intellectual simulation, transactional leadership as conditional reward and management by exception (active and passive) and the Non-transactional leadership as Laissez- Faire. The dependent variables are Satisfaction, added effort and the effectiveness. Theoretical Framework: The theoretical framework developed by the researcher recommended incorporating factors to derive efficient management of leadership styles to enhance the employee outcomes within the hotel industry: Improving the leadership qualities of the managers Encouragement of the employees by rewards and recognition Training for increasing the association between the employees and the employers Article 2: The theoretical framework of the Article 2 is empirically tested using the multi source data acquired from 4468 employees of the 147 Korean companies covering different industries. The research focused on two firm level outcome variables which are the organizational citizen behavior (OCB) and financial performance. The researcher framed five hypotheses based in the relationship between the top management ethical leadership and the organizational outcomes. The hypotheses was test using a corporate survey data collection method by the Korean Research Institute of Vocational Education and Training and the financial performance of each of the organization was obtained from each of the organization acquired by the Korean Investors Service (KIS) (Shin, Sung, Choi Kim, 2014). The researcher conducted stratified random sampling to draw the sample from the private organization listed under the KIS. The corporate survey conducted over 4231 employees where the responses were based on five-poin t Likert scale. Variables used in the research: The control variables are organization size, manufacturing industry, banking industry, service industry, construction industry, top management ethical leadership. Ethical climate, procedural justice climate, Firm level OCB and the financial performance. The researcher has taken permission from the employees and the top management of all the companies on conducting the survey without disclosing any information of any employee and managers. Theoretical Framework: The theoretical framework implemented by the research had suggested certain aspects that needs to be considered to improve the ethical leadership quality so that the performance of the firm is improved: Appointing appropriate managers. Shaping the cognition and behavior of the organizational members Formulating the ethical norms within the organization Provision of training to both the employees and employers Article 3: The study of Article 3 scrutinized the reconciling role of trust in supervisor. The researcher conducted survey to collect data from 216 trainee accountants from an array of organization. In this research, the structural equation modeling (SEM) was utilized to test the five hypotheses (Chughtai, Byrne Flood, 2014). The survey was conducted at two time periods. For the descriptive statistics the variables are gender, age, ethical leadership, trust in supervisor, work engagement and emotional exhaustion. For the measurement model there are four latent variables such as the ethical leadership, trust in supervisor, work engagement and emotional exhaustion. The researcher had been concerned about the ethical aspects of the survey and so the Research Ethics Committee of the researchers university had granted ethical approval for the conduct of the research. Theoretical framework: In this article that theoretical framework which the researcher has used to improve the well being: Improving the relationship between the supervisor and trainees Developing the trust between the trainee and supervisor Ensuring that the organization has high employee engagement Both the article 1 and article 2 defined the dependent variables to be the leadership styles. The method of data collection is similar as both the type of researcher used the survey method based on questionnaires provided to the employees. The independent variables for both the research are the organizational outcomes and performances. The measurement of the survey for both the article is the five-point Likert scale which helped to analyze the organizational behavior. As far as the third article is concerned, the dependent variables include the ethical leadership. The third article also conducted a survey similar to article 1 and 2 but with two time periods. The reasons for the definition of the variables are that all the three articles are based on the leadership styles and patterns in different sectors. The first and the third article both had used the SEM and multiple regression analysis to obtain the results (Chatterjee, 2014). The operationalized variables in the first article include three divisions in the leadership style which are transformational, transactional and non-transactional leadership and the employee outcome is also segregated into additional effort, efficiency and the satisfaction with the manager. The second and the third article deal in the impact of ethical leadership on the organizational outcomes and the employee well being (Chughtai, 2015). The difference in the third article and the first and second article is that in the third article the survey is conducted within two periods whereas the other articles conducted survey within a single period. The reason behind the differences is to avoid the common method variance. The difference in the defining variables is as such similar except that the leadership styles are operationalized in the article 1 and it is the ethical leadership that is considered in the article 2 and 3 (Garrett, 2010). Conclusion: The time is one of the most important elements of research design. The analysis has revealed that a casual relationship implies that some time has gone between the cause and the consequences. Hence for the research design it is the time element that must be incorporated so that the common variance method is eliminated and the analysis is done clearly. Thus, the three articles though focus on the aspect of leadership styles and the ethical leadership and their impact on the employee performance, outcome and the well being. All the research are based on the questionnaire survey but the results data analysis for some research is the SEM and for second research is the PLS (Lu Lin, 2013). Although each of the research has certain limitations but it is the time dimension that must be incorporated within the research method (Weber Gerde, 2010). References Alshammari, A., N. Almutairi, N., Fahad Thuwaini, S. (2015). Ethical Leadership: The Effect on Employees.IJBM,10(3). doi:10.5539/ijbm.v10n3p108 Chatterjee, D. (2014). Leadership in Innovators and Defenders: The Role of Cognitive Personality Styles.Industry And Innovation,21(5), 430-453. doi:10.1080/13662716.2014.959314 Chughtai, A. (2015). Creating safer workplaces: The role of ethical leadership.Safety Science,73, 92-98. doi:10.1016/j.ssci.2014.11.016 Chughtai, A., Byrne, M., Flood, B. (2014). Linking Ethical Leadership to Employee Well-Being: The Role of Trust in Supervisor.J Bus Ethics,128(3), 653-663. doi:10.1007/s10551-014-2126-7 Garrett, M. (2010). What Is the Ethical Role of the Expert?.Leadership Manage. Eng.,10(2), 94-95. doi:10.1061/(asce)lm.1943-5630.0000060 KOZAK, M., UCA, S. (2008). Effective Factors in the Constitution of Leadership Styles: A Study of Turkish Hotel Managers.Anatolia,19(1), 117-134. doi:10.1080/13032917.2008.9687057 Lu, C., Lin, C. (2013). The Effects of Ethical Leadership and Ethical Climate on Employee Ethical Behavior in the International Port Context.J Bus Ethics,124(2), 209-223. doi:10.1007/s10551-013-1868-y Quintana, T., Park, S., Cabrera, Y. (2014). Assessing the Effects of Leadership Styles on Employees Outcomes in International Luxury Hotels.J Bus Ethics,129(2), 469-489. doi:10.1007/s10551-014-2170-3 Shin, Y., Sung, S., Choi, J., Kim, M. (2014). Top Management Ethical Leadership and Firm Performance: Mediating Role of Ethical and Procedural Justice Climate.J Bus Ethics,129(1), 43-57. doi:10.1007/s10551-014-2144-5 Weber, J., Gerde, V. (2010). Organizational Role and Environmental Uncertainty as Influences on Ethical Work Climate in Military Units.J Bus Ethics,100(4), 595-612. doi:10.1007/s10551-010-0698-4