First Gsc Cinema in Miri, Sarawak Essay Example for Free

First Gsc Cinema in Miri, Sarawak Essay Leading cinema operator, Golden Screen Cinemas (GSC) extends its reach to East Malaysia with the opening of its first cinema in Sarawak with the opening of GSC Bintang Megamall, Miri under the â€Å"GSC Lite† branding today. â€Å"The 8-screen GSC Bintang Megamall, Miri is the first GSC cinema to open with all- digital halls in the GSC chain, the first all-digital hall cinema in East Malaysia and will also offer the first digital 3D hall in Miri†, said Ms Koh Mei Lee, GSC Chief Executive Officer. â€Å"GSC plans to convert its existing halls to digital halls by 2014†, she added. Also present at the launch was Dato’ Professor (Dr) Lau Siu Wai (Executive Chairman, Miri Housing Group of Companies) and Mr Irving Chee (General Manager, GSC). For those who may not be so familiar, GSC Lite offers GSC’s cinema entertainment magic in a lighter, modest and more accessible manner to cater for markets like Miri, without sacrificing the effects of big screens and digital sound like those offered in GSC cinemas nationwide. The GSC Lite cinema concept was first introduced in Mentakab Star Mall (March 2012) followed by GSC Amanjaya Mall, Sg Petani (Nov 2012). Built at a cost of RM17.5 million, GSC Bintang Megamall Miri will be equipped with three (3) Digital 3D halls and will have a total seating capacity of 1,010 seats to cater to the Miri community and beyond. GSC also plans to open its second cinema in Sarawak a 10-screen GSC City One Mall, Kuching before the end of first quarter 2013, followed by a 10-screen GSC Palm Mall, Seremban (Quarter 2) and 11-screen GSC Nu Sentral, KL before year end. In 2014, GSC has already signed for GSC IOI City Mall, Putrajaya and GSC Aman Central, Kedah. GSC Bintang Megamall also provides online ticketing facility (GSC e-payment) for both internet and mobile purchases (Mobile app iPhone and Android) and offers the convenience to movie goers .This includes the SelfPrint service and auto-gate features to ensure that GSC’s valued customers will enjoy every bit of great cinema going experience GSC has to offer. In conjunction with the new cinema opening, GSC Bintang Megamall customers will also enjoy a complimentary â€Å"Wizard of Oz† multi-purpose pouch with each purchase of GSC Combo 3 (while stocks last). GSC patrons here will be further rewarded with 1,000 â€Å"Buy 2 Free 1† vouchers with every two tickets purchased at GSC Bintang Megamall ticketing counter. For the opening weekend, there will be special movie character and clown appearances, balloon giveaway, movie themed block puzzle games and electronic games. With GSC Bintang Megamall, GSC currently (as at Feb 7, 2013) has a total of 27 cinemas, 228 screens out of which 93 are digital screens, total 41,456 seating capacity nationwide (including wheelchair spaces). GSC will go fully digital by 2014.

Evaluating Change and Management of Organizational Change at A&B Smart

Introduction In today’s fast growing global business environment, change is needed to keep up with competition, for innovation of products and services, for meeting global needs in business. The Group choose A&B smart industries to discuss and evaluate change and issues and most importantly management of organizational change. Research Objective: -To identify the issue of organizational change -How OCM strategy will facilitate the company -Appropriate recommendation on how management could improve their response to the opportunities and threats associated with organizational change. Company Background: A&B smart industries established in 1998, it is the only screw rivet producer in Bangladesh. It is a manufacturing company making fasteners screws nails rivets clams etc Overview: Fasteners are screws, bolts rivets, nuts, washers, and pins etc. These are needed to assemble doors vehicle, machine, equipments even toys. From the most complicated space missile to simple children’s toys. Fasteners are usually needed in large quantities. Because fasteners are highly standardized and are used in such incredible numbers, the markets for these are getting highly industrialized. Fastening industries are flourishing very fast in Bangladesh, one of the flourishing fastening industries is A&B Smart industry, and it is trying to keep up with competitors. Their biggest competitors are Chinese companies which used to export fasteners to Bangladesh. At this competitive environment A&B smart industries seeking a organizational change to innovate and reinvent the system. Organizational Change What is organization change? Organization change is when businesses makes needed cha... ...anagement. 1 Edition. Kogan Page. Ian Palmer, 2008. Managing Organizational Change: A Multiple Perspectives Approach. 2 Edition. McGraw-Hill/Irwin. Esther Cameron, 2004. Making Sense of Change Management: A Complete Guide to the Models, Tools and Techniques of Organizational Change Management. Edition. Kogan Page Business Books. Joe Tidd, 2005. Managing Innovation: Integrating Technological, Market and Organizational Change. 3 Edition. Wiley. Michael Beitler, 2006. Strategic Organizational Change, Second Edition. 2 Edition. Practitioner Press International. John P. Kotter, 1986. The General Managers. 1 Edition. Free Press. Types of Organizational Change . 2014. Types of Organizational Change . [ONLINE] Available at: http://www.cliffsnotes.com/more-subjects/principles-of-management/managing-change/types-of-organizational-change. [Accessed 19 April 2014].

Business Ethics and Rules Essay

Personally, I agree that Solomon’s ethical fundamentals are a good moral foundation for a business. â€Å"Business ethics is the study of what constitutes right and wrong (or good and bad) human conduct in a business context. † (p25) From the lecture, we know that ethics matters because â€Å"how organizations behave have important implications for how they fulfill their social and economic roles† and â€Å"their success as well as the success of their employees, customers, etc. † Thus, running a business ethically is good for business. Applying Solomon’s three C’s of business ethics and the eight rules of thinking ethics in business make good sense. The three C’s of business ethics include compliance, contributions and consequences. The first C is â€Å"the need for compliance with the rules, including the laws of the land†¦and such general concerns as fairness. †(p36) As a saying goes, â€Å"Nothing can be accomplished without norms or standards. † Rules in business are intended to assert business structure or to control or influence the behavior of the business. Let’s take EU-Rent for example. EU-Rent is a car rental company owned by EU-Corporation. EU-Rent sets up rules about rentals, returns, servicing and customers. For example, â€Å"EU-Rent keeps records of customers, their rentals, and bad experiences. This information is used to decide whether to approve a rental. † If EU-Rent doesn’t comply with these rules, it may not organize well. The second C is â€Å"the contributions business can make to society, through the values and quality of one’s products or services†¦and usefulness of one’s activities to the surrounding community. † (p36) For instance, economists conventionally assume that organization’s primary goal is to maximize profits. Many successful organizations are gradually aware of the important relationship between profits and contributions to society. Starbucks has seen its profits rise as it has increased its investment in social issues. Those organizations who are making profits and don’t contribute to society may receive criticism from the public. As the article â€Å"The Sichuan Earthquake and the Changing Landscape of CSR in China†, which was written by Ariel McGinnis, James Pellegrin, Yin Shum, Jason Teo, and Judy Wu (University of Pennsylvania), mentioned, â€Å" In the days and weeks following the Sichuan earthquake, many multinational corporations(MNCs) pursued a global CSR (corporate social responsibility) policy in line with their international standard. While some multinationals pledged cash, many others pledged a combination of cash, equipment and services. Domestic firms, by all accounts, out-donated multinationals†¦The popular perception was that international firms’ relief contributions not only did not match those of local Chinese companies in terms of scale or timeliness, but also were not commensurate with their presence in the Chinese market. Chinese consumers quickly seized upon this disparity by openly attacking major MNCs, calling for a boycott of their products †¦ The Chinese public soon gave these affected MNCs the nickname of ‘international iron roosters. The term refers to a bird that never gives up a single feather, and its usage highlights the perceived stinginess of these international firms†¦Despite their additional donations,’ iron-rooster’ MNCs continued to face angry consumers throughout China, resulting in severe public backlash, including protests at several McDonaldà ¢â‚¬â„¢s and blockades at KFCs throughout Sichuan province and the rest of China. † From this example, we can see how important the contributions that organizations should make to the society are. The third C is â€Å"the consequence of business activity†¦including the reputation of one’s own company and industry†¦Ã¢â‚¬  (p36) Why the consequences of business activity are so important? Let’s have a look at the following example. Once, Sanlu was one of the oldest and most popular brands of infant formula in China. It went into bankruptcy after the â€Å"Sanlu milk scandal†. Based on the media, â€Å"By November 2008 China reported an estimated 300,000 victims, six infants dying from kidney stones and other kidney damage, and a further 860 babies hospitalized. Since the Sanlu Group didn’t solve the problem and recall the products in time, it leaded to a horrible incident. Doubtlessly, what did organizations do may affect their development and even the well-being of the public. Organizations should not blindly pursue for profits only but also be responsive to society. To become successful, a business needs to be driven by strong ethical va lues. If a corporation fails to adopt ethical values and cannot be responsive to society, it will fail, just like the Sanlu Group. Besides the three C’s of business ethics, Solomon also stated the eight rules of thinking ethics in business, which are also good moral foundations for a business. The eight rules include â€Å"consider other people’s well-being, including the well-being of nonparticipants; think as a member of the business community and not as an isolated individual; obey, but do not depend solely on, the law; think of yourself—and your company—as part of society; obey moral rules; think objectively; ask the question ‘What sort of person would do such a thing? and respect the customs of others, but not at the expense of your own ethics. †(p40, 41) Based on the above statements, it is obvious to see that they are mainly about the concept of three C’s. According to the text, thinking ethically means â€Å"thinking in terms of compliance with the rules, implicit as well as explicit, thinking in terms of the contributions one can make as well as oneâ€⠄¢s own possible gains, thinking in terms of avoiding harmful consequences to others as well as to oneself. (p40) In the case of â€Å"Sanlu milk scandal†, one of the main reasons behind

A Book On Economics Was Not Something That Was Pre Planned...

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Of all the challenges and opportunities were the information technology revolution and the emerging inter net boom. The economic factors adjusting with a new kind of economy with ample use of information some called knowledge economy. It was at the core for larger business enterprises during the pre-dot-com surge. Past the year 2000 many internet based companies also called dot-com, were transitioning from a period of the bubble and burst in the stock market. Many technologists, economists, and investors were struggling to find a framework of an economic model for the new information paradigm. TheShow MoreRelatedEnd Poverty And Economic Opportunities Of Our Times1731 Words   |  7 PagesEnd poverty and economic opportunities of our times. Jeffrey D. Sachs. 2006. Press, London. . XVIII pp + 397 US $ 16.00, ISBN: 0-14- 303658-0, Paperback. 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