Organ Donation Essays (455 words) - Organ Donation,

Organ Donation As of 1995 there were 30,000 people on a waiting list to receive an organ transplant. Another person joined the list every twenty minutes, which at this rate the list would grow to 50,000 by 1997(Public Health, Internet). An estimated seven people will die today while waiting to receive the vital organs they need. These people depend on health donors to save their life. Many, however, chose not to donate because of the misconceptions of the donation process. Today I'd like to inform you on the myths of organ donation so you can better understand the process of becoming a donor. Commonly asked questions about organ donation: Where can I get an organ donor card? The answer to this question is you do not need one. You need to inform your family or a close friend. Consent is the key. Who pays for the medical costs of being a donor? The recipient covers all costs and some cases the recipient will pay all funeral costs. Does organ donation disrupt funeral arrangements? No, funeral arrangements are the same for both donor/nondonors. Will becoming a donor mean a doctor will let me die? No, in the eyes of the doctors both lives are sacred. Should I mention being an organ donor in my will? This is a trick question. We all know this is a myth because your will is read after you die. It's too late, you must communicate while you are still alive(Journal,94). Two myths the preferential treatment on the US waiting list and the racism myth are often mention in our media. The preferential treatment is when some one receives special privileges over another recipient. For example in 1995 Mickey Mantle, a famous baseball player, received a liver transplant and many recipient complained because they Mantle received their liver due to his fame. The racism myth says many minorities feel racism. This decreases the chance of organ donation, which decreases the chance of getting the specific donor(Journal,94). Bad press and movies portraying organ transplantation as evil are only some of the reasons why more individuals have false ideas about donation and do not support it. This is a direct result of not having the education resources needed to develop effective public health campaigns. According to the Gallop public opinion polls, individuals have high levels of support for organ transplantation, however, when these individuals are actually approached to donate their loved ones organs, few actually go through with the transplant. Once these myths have been dispelled and the questions have been answered then people will have the knowledge they need to make the decision of whether or not to become an organ donor. So the next time you are asked if you are a donor remember an estimated seven people die today while waiting to receive a vital organ they need. Everyone deserves a chance to live longer.

The B-24 Bomber Essay Example

The B The B-24 Bomber Essay The B-24 Bomber Essay The B-24 Bomber 2 Several aircraft from the World War Two era have achieved iconic status. The F4U Corsair, TBM Avenger and the B-17 and B-29 Super fortresses are all legendary in their service for the Allied cause. There is another such aircraft that never achieved the fame of those mentioned but was critical to the Allies war effort none the less. The Consolidated B-24 Liberator was the work horse of the Allied fleet. Its entrance into the war came at a critical and vulnerable time for Allied survival in Europe. After proving its effectiveness in early missions the B-24 would go on to be used in all theatres of the conflict. It was the most numerous, most versatile and possibly the most effective Allied plane of World War Two. The Design Stage The B-24 bomber was designed as part of the strategic bombing plans drawn up by the Allies in the 1930s. Built by Consolidated Aircraft of Ypsilanti, Michigan, the bomber took its first flight in late December of 1939. Consolidated was a subsidiary of the Ford Motor Company, an icon of American business. The Ford factory was able to produce more than four hundred B-24s per month. By 1941 the plane would enter wartime service. High demand in 1942-43 prompted Consolidated to expand its production facilities. The San Diego plant was increased to three times its original size. A new plant was built in Fort Worth, Texas. The flagship plant was built in Willow Run, Michigan in 1942. At the time this plant was the largest industrial plant of any kind in the United States. In the process thousands of Americans were put to work. The vastness of the Willow Run Plant made for some interesting accommodations. At a certain point in the assembly line the planes would beThe B-24 Bomber 3 mechanically turned at a right angle. The purpose was to avoid having the planes crossing into a neighboring county where taxes were higher. Consolidated had received the contract to produce the B-17 bomber only one year earlier in 1938. After examining the capabilities of the B-17, the Army requested a faster and higher flying plane. The updated plans would result in the building of the B-24 Liberator. Unmodified, the stock version of the B-24 Liberator had these characteristics: Wingspan 110 ft. Length 67 ft. Height 18 ft. Weight (empty) 36,500 lbs. (full) 71,200 lbs. Speed 290 mph Ceiling 28,000 ft. Range 2,100 mi. Engines 4 Pratt and Whitney 1,200 hp 1 Designed as a strategic heavy bomber the airplane was affectionately referred to as the â€Å"Lumbering Lib† by the RAF pilots who used it to patrol the Atlantic. â€Å"Liberator† would then be incorporated officially as part of the aircraft’s name. The plane almost immediately went into heavy production. A mainstay of the Army and Navy air forces, it was also used by the RAF (Royal Air Force) and the RCAF (Royal Canadian Air Force). The plane cost about $300,000 to build. By wars end over 19,000 B-24s had been built 3. This exceeds the total of any other Allied aircraft. The B-24 Bomber 4 Bomber design was still in its infancy and the B-24 did have some problems. It was prone to fire due to the placement of its fuel tanks. The only way to enter or exit the plane was through the bomb bay, a difficult proposition in a crisis situation. It was also somewhat cumbersome to fly. The plane’s designers had to make these tradeoffs in order to maximize the performance and the long range capability of the aircraft. The plane was also somewhat vulnerable to enemy fire, given its relatively lightweight construction. The high altitude capability of the plane helped minimize this threat. There were a substantial number of orders for the plane even while it was still only a prototype. In addition to the three dozen ordered by the Army, the French and British had each ordered more than three times that number. The French order was cut short by the German invasion in 1940. The British received their order and immediately put the planes to use on critical missions. Introduction to the War Ultimately, the B-24 would serve a wide ranging role in all corners of the conflict. It would be used to â€Å"equip 45 groups all over the world† 4. The initial role for the B-24 was to conduct deep ocean patrols. The British were in dire need of a long range patrol aircraft, Prior to the arrival of B-24s in the Atlantic, German U-boats were wreaking havoc on Allied shipping. British reconnaissance activities had a limited range. The arrival of the B-24 allowed the Royal Air Force to patrol much farther out into the ocean. As a result the U-boats were driven back into areas where they could be more easily targeted. The ultimate result was impressive â€Å"The arrival of radar-equipped RAF B-24s in The B-24 Bomber.

Bureau of Correction Essay Example for Free

Bureau of Correction Essay Corrections in the Philippines started during pre-colonial times when the task was community-based. It was only during the Spanish regime that an organized corrective service was made operational. The main penitentiary was the Old Bilibid Prison at Oroquieta Street in Manila which was established in 1847. It was formally opened on April 10, 1986 by a Royal Decree. About four years later, on August 21, 1870, the San Ramon Prison and Penal Farm in Zamboanga City was established to confine Muslim rebels and recalcitrant political prisoners opposed to the Spanish rule. The facility which faced the Jolo Sea had Spanish-inspired dormitories and was originally set on a 1,414-hectare sprawling estate. When the Americans took over in the 1900s, the Bureau of Prisons was created under the Reorganization Act of 1905 (Act No. 1407 dated November 1, 1905) as an agency under the Department of Commerce and Police. It also paved the way for the re-establishment of San Ramon Prison in 1907, which was destroyed in 1898 during the Spanish-American War. It placed under the auspices of the Bureau of Prisons and started receiving prisoners from Mindanao. Before the reconstruction of San Ramon Prison and Penal Farm, the Americans established in 1904 the Luhit Penal settlement (now Iwahig Prison and Penal Farm) on a vast reservation of 28,072 hectares. It would reach a total land area of 40,000 hectares in the late 1950s. It was located on the western most part of the archipelago far from the main town to confine incorrigibles with the hope of rehabilitation. The area was expanded to 41,007 hectares by virtue of Executive Order No. 67 issued by Governor Newton Gilbert on October 15, 1912. Other penal colonies were established during the American regime. On November 27, 1929, the Correctional Institution for Women (CIW) in Mandaluyong City was created under Act No. 3579 while the Davao Penal colony in S outhern Mindanao was opened on January 21, 1932 under Act No. 3732. The CIW was founded to provide separate facilities for women offenders. To date, there are two Correctional Institutions for Women, the one mentioned in Mandaluyong and the other one is located in Davao Prison and Penal Farm in Dujali, Davao Del Norte. Owing to the increasing number of committals to the old Bilibid Prison in Manila, the New Bilibid Prison was established in 1935 in the southern suburb of Muntinlupa City. The old prison was transformed into a receiving center and a storage facility for farm produce from the colonies. It was later abandoned and is now under the jurisdiction of the Public Estates Authority. After the American regime, two more penal institutions were established. These were the Sablayan Prison and Penal Farm in Occidental Mindoro under proclamation No. 72 issued on September 26, 1954 and Leyte Regional Prison under proclamation No. 1101 issued on January 16, 1973. The Bureau of Prisons was renamed Bureau of Corrections under the New Administrative Code of 1987 and Presidential Proclamation No. 495 issued on November 22, 1987. It is one of the attached agencies of the Department of Justice. The Bureau of Corrections presently has seven satellite prisons, namely; the New Bilibid Prison in Muntinlupa City, the Correctional Institution for Women in Mandaluyong City, the Sablayan Prison and Penal Farm in Occidental Mindoro, the Leyte Regional Prison in Abuyog, Leyte, the Iwahig Prison and Penal Farm in Puerto Princesa City, Palawan, the San Ramon Prison and Penal Farm in Zamboanga City and the Davao Prison and Penal Farm in Dujali, Panabo, Davao Del Norte. Of these prison satellites, the New Bilibid Prison in Muntinlupa City as the Central Office serves as the main penitentiary as the Central office is also located in there. As of August 2012, the total population of prisoners confined in all satellites of the BuCor is 20,000. It is at this juncture, that handling, managing and taking care of the records of these inmates are of complex types of work which have to be performed by the competent personnel assigned at the â€Å"Inmate Document and Processing Division.† Bureau of Correction. (2016, Dec 16).

Management Issue Paper Essay Example | Topics and Well Written Essays - 750 words

Management Issue Paper - Essay Example These areas of diversity bring a challenge to managers when they try to rally every employee to offer his or her best to the organization due to influence from their backgrounds. Some of the challenges that managers face includes resistance of some employees to the organizations diversity plan. Some of these employees present a challenge to the management as they try to sabotage the management efforts of ensuring that all employees relate well to each other and understand the organization’s demand. Employees’ negative attitude reduces productivity as they slow down positive change and damage moral of other employees. Secondly, communication in organizations with workforce diversity poses a challenge since there are people from different sexes, age groups among others are represented. Due to these differences, a challenge of dealing with different communication styles employees and between employees and management arises. There is also misunderstanding leading to poor of fice relations and misinterpretation of each other’s intentions. Thirdly, workplace diversity runs the risk of causing disorganization in the work place. People from the same background tend to form their own subgroups since they present the same ideas and viewpoints. This poses a challenge to the management, as they cannot rally all the employees to take a common stand through consensus building. Due to the disorganization in the workplace, the organization suffers as production is lowered when all employees and management cannot come together to champion a common course (Douglas 46). Fourthly, diversity in the workplace comes with stereotypes on how different groups of people work in the organization. Stereotyping increases stress and anxiety as the worker faced with such a challenge feels discriminated upon leading to low output levels (Konrad & Pringle 27). The main problem mangers face is coming up with strategic measure that will ensure effective management of people th rough creation of an organizational environment that attracts and retains diverse workforce by responding to changes in the demographic and social patterns in the workplace. Managers have a role to play in creating an organization that attracts workforce from diverse background while at the same time being supportive of their aspirations, promotes equality, and ambitions, (Cornelius 147). Several strategic plans can prevent crises that may come up in the organization due to the diversity of its workforce. Firstly, setting targets for diversity in the organization can help manage employees. In this regard, the management needs to come up with plan that determines the recruitment targets for various groups whether women, men, disabled, ethnic minority. Through such initiative, the organization is able to determine its progress towards workforce diversity and further practices and policies can be evaluated against the set targets (Cornelius 152). In order to manage diversity at the wor k place, managers need to create flexibility practices and policies that will ensure all employees are treated fairly in the workplace. Creating flexible time schedule ensures that all employees are available and offer their best to the organization. Other than cultural

Perspective on Conflict, Conflict Interests and Goals, and Coursework

Perspective on Conflict, Conflict Interests and Goals, and Interpersonal Negotiation - Coursework Example Parties enter into conflicts because their objectives are not being met and they want to achieve their goals in all cases. Entering into conflicts is in the interest of no party. It only tends to weaken the integrity of the organization because the overall morale declines. Conflicts should be resolved as soon as possible either at personal level or through the use of mediation strategies. If conflicts remain unresolved, this affects the productivity and job dissatisfaction continues to increase which is harmful for everybody in the long run. It is very crucial that interpersonal negotiation is conducted among the conflicting parties so that they are brought together on a communicative platform where they can work out a solution that acceptable to all parties involved. Interpersonal negotiation requires the mediator to have such skills with which he is able to bring all parties together at equal level so that they can discuss their problems with each other and work toward resolving the

Suport individuals to eat and drink Essay Example for Free

Suport individuals to eat and drink Essay It is important to give people some choice in the food thay eat. This will make mealtimes more enjoyable. Just imagine being unable to prepare meals for myself and having to sit down day after day to eat boring, unappetising or badly cooked food. Choice should be offered in the type of food, he way it is cooked and the quantity of food that is provided. It may also be helpful, if possible, to vary the times at which food is provided, so that people can choose the tome at which they wish to eat rather than having to fit in with the arrangements of their care setting. Of course, this is not easy as there are always considerations about staffing and running any care facility. Knowing the types of food and drink a person likes will help to build a trusting relationship. Some people choose not to eat meat because of their concern for animals. Some people have foods that they just do not like. Some people choose not to eat certain food because of religious easons. People from some groups will only eat food that has been prepared in certain ways depending on their religions laws. It is important to know what a healty and balanced diet is encouranging people to make suitable choices about what they eat is a very important part of supporting them. Some people may need to have a special diet for medical reasons, such as diabetes. A healthy balanced diet gives people all the nutrients in the right amounts for their age and gender. The amount of food taken in by a person needs to balance with the energy they use. If these are not balanced, the person will lose or gain weight. For example, an energetic teenager aets more than a older person who is not very active, because the teenager uses more energy. Everyone should eat a variety of foods, so that our bodies get all the nutrients that we need. This is especially important if people are recovering from an accident or an operation. The nutrition pyramid above typically shows the amount needed from each food group every  day. If dietary choice permits, try to choose low fat dairy foods and lean meat. Eat two portions of fish each week. Alcohol should be kept within the recommended limits or, better still, to occasional use only. The long-term effects of too much alcohol include conditions that can cause serious damage to the liver, of the stomach. It can also lead to dementia. It is important to encourage people to drink on a regular basis. For example, I could offer water, fruit squash, fruit juice and other drinks. However, too many sugary drinks, suck as fizzy drinks, and drinks that contain high levels of coffeine should be avoided. A lot of reseach has been carried out about what we eat. It has shown that too much salt is bad for me because it can lead to high blood pressure and heart disease. Research has also shown that eating enough fruit and vegetables can help to prevent some cancers. A person who eats too much and does not exercise enough may become obese. There can be many reasons why a person does not choose a healthy, balanced diet. They may not know what a healthy diet is. Diet can also be linked to social class because poorer people may not be able to afford good-quality food; however, with some thought it is possible tto eat a healty diet on a budget. Busy lifestyles mean that some people eat a lot of processed or conveniene foods, which usually contain a lot of salt and fat. Other peope just do not want to follow the advice to eat well, because they feel that the unhealthy option tastes better! Make sure that I know what a healthy diet is so that I can help people to make healthy choices. If I help them to develop independent skills by supporting them to do their own shopping, point out the healthy options and alternatives, I may also need to knowwhat the consequences of a poor diet choice might be. For example obesity can lead to heart disease, varicose veins, diabetes and arthritis. High cholesterol and diets high in salt can lead to heart attacks and strokes. If I am aware of the consequences, this means that I can offer sound advice. People may be reluctant, or may even refuse, to eat certain types of food which have been noted in their support plan as a requirement for their condition- such as a diabetic diet, a weight-reduction diet or a gluten-free diet. This can cause difficulties in terms of being able to offer freedom of choice. I may feel that this places me, and other care staff, in a very difficult position. If someone is determined to ignore medical advice and to follow a different diet, this should be reported and discussed among the care team and the  madical staff responsible for the person’s care. Ultimately I have little control over a diabetic who buys and eats chocolate bars and sweets. However, I do have a responsibility to provide full information and explanations, and to repeat the explanations regulary to the person, making every effort to persuade them to comply with the dietary requirements. If a person chooses, in full knowledge of the consequences, to ignore medical advice, then that is their choice.

The Running Cycle :: Sport Run Running Athletics

There are two main phases to the running cycle: Support and Forward Recovery Support Phase: This is the phase when the runner is touching the ground, and makes up about 30%-40% of the running cycle. Foot-strike: The foot touches the ground slightly ahead of the center of mass. When the foot contact occurs, several actions take place: the knee flexes, the tibia internally rotates, the ankle plantar flexes, and the subtalar joint pronates (Miliron & Cavanagh, 1990). It is necessary to have a certain amount of pronation to disseminate the energy of the foot-strike. The foot during the foot-strike should be straight and in line with the direction of linear motion. If the feet are turned outward it reduces the distance covered, and puts more stress on the knees and lower extremities (Williams, 1990). Mid-support: The foot transforms from a mobile structure into a rigid lever that supports several times the body weight of the runner. The shape of the bones and the tension on the ligaments, allows for the foot to remain rigid. The supination of the subtalor joint forms a rigid lever for forward propulsion. This occurs through a series of events including the knee joint extending, the lower extremity rotates externally, the calcaneus inverts, the midtarsal joint locks, and the foot becomes a rigid lever. What is Supination? This is the opposite motion of pronation. This occurs when the ankle appears to be 'tipped' to the outside so the weight is on the outside border of the foot. Supination allows the foot to be a more stable, rigid structure for pushing off of. The foot naturally supinates during the toe-off stage (when the heel first lifts off the ground until the end of the step) to provide more leverage and to help ‘roll’ off the toes. Take-Off: The the mid-support period ends with an uprising heel, and is called the take-off period. 100 World Record Holder Florence Griffith Joyner in take-off period Forward Recovery Phase: This is the phase when the runner is airborne and spends most of the time.

Vineyard

Calaveras Vineyards Calaveras Vineyard was originally established in 1883 to make wine for the Catholic Church. They occupied 220 acres in California out of which 175 acres was occupied by the vineyard. They had now expanded into production of table wines for retailers and restaurants. It had changed three ownerships in the last nine years. The most recent owner was Stout Plc. which was looking to sell Calaveras and the management of Calaveras was the interested party in this transaction.The main strategy from 1987 was broadening the company’s position on premium brand category and this is evident from the fact that they were now concentrating on wines in the premium and super-premium category. The five C? s analyses is an important approach to evaluate the creditworthiness of a potential client. The five metrics that will be analyzed are character, capacity, capital, conditions, and collateral. Character will translate the quality of the management team and major owners and h ow these major players behave related to business.Related to Lynna Martinez, she has a high level of education and is graduated from important universities in France and USA. She has done researchers in the field and has experiences as a professional in the industry, being Vice president of Calaveras Vineyard since 1987. The other partner – Peter Newsome, has a degree in Business Administration and has experience in the field in different areas of this industry, such as operating and purchasing. It is possible to say that this metric is maybe one the most important for the future of this business since both of them have strong experience in the field.Related to the capacity analysis, it is unclear, based on historical data, the ability of the company in handle a high debt level, since there no information about Calaveras Vineyards – Team No. 1 18-Feb-2013 debt from the balance sheet. However, the company has a significant position as current assets what provide quick l iquidity for the business as well as a strong free cash flow in both considered scenarios to repay the loan, even though the free cash flow in 1994 is negative. The apital metrics will measure whether the company has enough capital, in this point also matter the commitment of the owners with the business. In the management leveraged buyout, the new owners will have $ 1 million invested and thus they would have invested 25% of the total demanded fund. It seems that the new owners are putting an great effort on this business since they are buying a company that they have experience in and they believe it can do better than what the previous owners were doing.The economic conditions for the wine business seems to be in a good moment, even though the alcoholic market has been stagnated, the wine market has grown by 7. 4%, new researches about the benefits of wine has driven the demand up and thus the market is being benefited. Based on the Pro Forma Historical Financial Statements, it s eems that the management team is able to control the expenses and cost of goods sold as the sales increase and decrease. It is possible to see it using the decreasing trend of the COGS related to sales and the SG&A related to sales that has been the same (14. 9%) for the last 4 years. The company has as collateral, the Accounts Receivables and fixed assets. In 1993 the company had $316,782 as receivables, $2,332,241 as inventories and $4,487,193 as gross fixed assets. In case of liquidation, the Receivables may be sold at 85% of the face value, or $292,264; Inventory can be sold at 75% of its face value or $1,749,180. The fixed cost can be sold by 40% of the book value that is $1,794,877. This liquidation would provide a total of $3,836,321 which is more than Calaveras Vineyards – Team No. 1 8-Feb-2013 the total loan provided in 1994 ($3,122,000). It provides a good standard for the potential creditor of this company. Moody’s SGL framework can also be used to assess th e creditworthiness of Calaveras Vineyards. The rating system gives a score ranging from SGL-1 to SGL-4, where one represents companies with very good liquidity and four represents companies with weak liquidity. There are several characteristics that are evaluated in rating a company using this framework. The first point is the capacity for financing capital expenditures and net working capital internally.Calaveras has an expected negative free cash flow in 1994 based on Anne Clemen’s projection (Exhibit 3), so it will not be able to fund internally. However, the company still has the flexibility of drawing money from its revolving credit line since the borrowing base has sufficient amount. Exhibit 3 also shows that the negative cash flow is due to a significant addition to net working capital. The addition is larger than average because the company is increasing its sales to the same level of 1992. The company is projected to have positive free cash flows starting in 1995 and will be able to finance internally.The EBIT/(interest and principal) ratio is moderate in 1994 but projected to increase throughout the years (Exhibit 3) and has an average of two. The second characteristic that needs to be analyzed is the flexibility of the company in generating cash from selling its assets in times of distress. Anne Clemen expected that Calaveras’ accounts receivable would able to generate 80% of book value and inventory for 85% of book value, while land, plant and equipment would only generate 40%. However, these assets are crucial to the operations of Calaveras and cannot be sold.Thus, the company has no flexibility in generating additional cash flow. Additionally, the assets mentioned before are used as collateral for both the term loan and the revolving credit. This relates to the final characteristic that is the extent Calaveras Vineyards – Team No. 1 18-Feb-2013 in which the company’s assets are encumbered. Calaveras is expected to secu re its term loan through land, plant and equipment, and its revolver’s borrowing base is equal to 85% of receivables and 75% of inventories. In other words, most of Calaveras’ assets are encumbered and this limits the financial flexibility.After analyzing Calaveras’ through the SGL framework, we believed that the company should receive a score of SGL-3. The increase in the size of the wine market is an opportunity for Calaveras to increase their market share especially in the premium and super-premium category where the company has secure brand position and stable relationships with the distributors. It is heavily dependant on two dealers who account for 50% of their sales. It might bode well for them to increase their dealership base. Financial ratio analysis: To better understand Calaveras Vineyards’ financial ondition, we analyzed those financial ratios that Anne prepared. EBIT coverage ratio and current ratio in 1994 were already larger than 1 and was increasing from 1994 to 1998, indicating this company was profitable enough to pay off its interest expense and short-term obligation. Although current ratio was not so good compared with comparable companies, it was improving through years. The debt ratio was less than 1 and reduced quickly from 1994 to 1998, which was a good signal to investor and creditors that the risk of this company was decreasing.In addition, its decreasing assets/equity ratio indicated the quick increase of equity, which was the result of quick increase of net income. The return on sales and return on assets were much higher than the comparable companies and were increasing from 1994 to 1998, indicating this Calaveras Vineyards – Team No. 1 18-Feb-2013 company had good profitability in the industry. Its increasing sales/assets ratio showed an improvement of its ability to generate sales revenue from each dollar of asset, indicating this company operated more and more efficiently.Through analysis, we found these ratios looked good and some of them were even better than the industry level. The ratio analysis showed Calaveras Vineyards was a healthy company and had an optimistic future. New Scenario A new scenario was drawn in order to assess how the financial health of the company would be if the COGS and SG&A were higher than the predicted by the company initially. In this situation, it is possible to see that the company is still able to operate under the conveants imposed by Goldengate Capital.Additional consideration and recommendation: We based our analysis on the ratio analysis done by Anne Clemen. The ratio analysis shows us favourable trend about financials about this company. The leverage ratio goes on reducing and the times interest earned as well as Profit margin show favourable forecasts. Based on our current analysis, we think Calaveras had good profitability and has enough ability to service the debt, and we agreed that Anne Clemens should participate in the loan. H owever, there are still some factors that can influence our evaluation of Calaveras.For example, if the price of its wine decreased quickly because of intensive competition or there was a big drop in the production of grape due to some catastrophe, the sales revenue will decreased dramatically, which would result in a shrunken free cash flow and influence its ability to pay back the loan. In Calaveras Vineyards – Team No. 1 18-Feb-2013 addition, if the cost of goods sold increased quickly because of a sudden increase of material price or the SG&A soared up for expanding marketing and advertising to compete with competitors, the free cash flow would also decreased dramatically.So we suggested Anne to keep monitoring these unstable factors carefully to see whether Calaveras would have a credit risk. Additionally, to decrease the default risk, Anne could also make covenants with Calaveras to regulate its financial ratios and make part of its assets as collaterals. Calaveras Vine yards – Team No. 1 18-Feb-2013 Exhibit 2 Calaveras Vineyards – Team No. 1 18-Feb-2013 Calaveras Vineyards – Team No. 1 18-Feb-2013 Exhibit 7 – New Forecasted Income Statement 1994 1% Sales Revenue Cost of Goods Sold Estates Selected Chardonnay California Generic Special Accts.Winery TOTAL Gross Profit Selling, General and Admin. Amortization of Organizational Costs EBIT Interest Expense (avg. balance) Profit Before Taxes Tax Expense Net Income Dividends to Common Shareholders Retentions to Equity $ $ $ $ $ $ $ 448,180 272,027 432,977 179,934 224,371 655,916 90,130 $ $ $ $ $ $ $ 594,307 325,923 535,400 121,580 233,639 683,012 93,853 $ $ $ $ $ $ $ 678,342 383,808 645,546 126,603 243,291 711,228 97,730 $ $ $ $ $ $ $ 706,365 399,663 733,324 131,833 253,341 740,608 101,767 $ $ $ $ $ $ $ $ 31,406 416,173 763,618 137,279 263,807 771,203 105,971 2,081,995 (966,861) (60) 1,115,074 (134,514) 980,559 362,807 617,752 617,752 $ 3,707,423 1995 1% $ 4,199,960 1996 1% $ 4,693,764 1997 1% $ 4,984,664 $ 1998 1% 5,371,451 $ (2,303,533) $ (2,587,715) $ (2,886,547) $ (3,066,901) $ (3,289,456) $ 1,403,889 $ 1,612,246 $ 1,807,216 $ 1,917,763 $ (667,336) $ (755,993) $ (844,877) $ (897,239) $ $ $ (60) $ 736,493 $ (60) $ 856,193 $ (60) $ 962,279 (60) $ $ $ 1,020,463 (109,625) $ (214,987) $ (198,101) $ (170,752) $ $ $ $ $ $ 626,869 231,941 394,927 394,927 $ $ $ $ $ 641,206 237,246 403,960 403,960 $ $ $ $ $ 764,178 282,746 481,432 481,432 $ $ $ $ $ 849,711 314,393 535,318 535,318 $ $ $ $ $ Calaveras Vineyards – Team No. 1 18-Feb-2013 Exhibit 8 – Forecasted Balance Sheets (At Closing) Cash Accounts Receivable Inventory Organization Costs-Current Total Current Assets Land Plant and Equipment Gross PP&E Accum. Depreciation Net PP&E Organization Costs-Noncurrent Total Assets Payables & Accruals Debt-Current Portion LTD Revolving Line of Credit Total Current Liabs.Debt, non-current Total Liabilities Common Stock Retained Earnings Total Equity Total Li abilities & Equity Memorandum: Borrowing base (85% AR, 75%Inv) Revolver $ $ $ $ 2,255,917 2,304,288 $ $ 2,521,907 2,218,955 $ $ 2,699,146 1,949,595 $ $ 2,890,789 1,643,991 $ $ 3,025,581 1,187,490 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,124 60 1,184 1,124 582 1,706 1,706 240 3,130 130 400 530 1,600 2,130 1,000 1,000 3,130 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1994 50 370,742 2,587,715 60 2,958,567 1,124 832 1,956 116 1,840 180 2,960,587 258,771 400 2,304,288 2,563,459 1,200 2,564,659 1,000 394,927 395,927 2,960,587 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1995 50 419,996 2,886,547 60 3,306,654 1,124 1,082 2,206 283 1,923 120 3,308,697 288,655 400 2,218,955 2,508,010 800 2,508,810 1,000 798,887 799,887 3,308,697 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1996 50 469,376 3,066,901 60 3,536,387 1,124 1,332 2,456 499 1,957 60 3,538,404 306,690 400 1,949,595 2,256,685 400 2,257,085 1,000 1,280,319 1,281,319 3,538,404 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1997 50 498, 466 3,289,456 60 3,788,033 1,124 1,582 2,706 766 1,940 3,789,973 328,946 400 1,643,991 1,973,337 1,973,337 1,000 1,815,637 1,816,637 3,789,973 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1998 50 537,145 3,425,344 3,962,539 1,124 1,832 2,956 1,082 1,874 3,964,413 342,534 1,187,490 1,530,024 1,530,024 1,000 2,433,389 2,434,389 3,964,413 Calaveras Vineyards – Team No. 1 18-Feb-2013Exhibit 9 – Forecast Assumptions Key Assumptions: Case Sales $/Case Gross Margins Estates Select-other Chardonnay California Generic Special Accts Winery Dividend Payout: Now-1996 1997&After 0 0 0. 47 0. 35 0. 37 0. 35 0. 26 0. 35 0. 46 Exhibit 11 Exhibit 11 Cash Minimum (m) AR/Sales INV(T)/COGS(T+1) CL(T)/COGS(T+1) SGA/Sales Depreciation Capital Expenditures Interest Rate Tax Rate Inflation Rate Real Price Growth 50 0. 1 1 0. 1 0. 18 5-yr, S-L 250 0. 095 0. 37 0. 031 0. 01 Amortiz. Organization Costs: 5 years. Calaveras Vineyards – Team No. 1 18-Feb-2013 Exhibit 10 Solvency ratio EBIT/ ( Interest and Principal) Current ratio Debt ratio Assets/Equity Efficiency ratio Sales/Assets Profitability ratio Return on sales Return on assets Return on equity 1994 1. 32 1. 24 0. 67 3. 6 0. 75 11% 8% 28% Anne Clemen's Ratio Analysis 1995 1996 1997 1. 53 1. 8 2. 05 1. 24 1. 33 1. 48 0. 59 0. 5 0. 39 2. 82 2. 22 1. 8 0. 79 12% 9% 26% 0. 85 13% 11% 24% 0. 88 14% 12% 21% 1998 2. 48 2. 16 0. 25 1. 45 0. 94 15% 14% 20% Comparables ratio Upper Quartile Median Lower Quartile 5. 5 0. 97 2. 5 0. 99 1. 5 0. 995 1. 04 7. 30% 8. 10% 16. 60% 0. 73 2. 80% 2. 30% 7. 70% 0. 35 -0. 20% -0. 10% 1. 10% Calaveras Vineyards – Team No. 1 18-Feb-2013 Exhibit 11 Cash Flow Components Cumulative Surplus or Deficit Cash Flow Cash Flow Components Cumulative Surplus or Deficit Cash Flow Cash Flow Items Initial Inputs Net Results Initial Inputs Net ResultsOperating Inflows (Net Sales) Operating Outflows COGS – Depreciation SGA Exp Taxes Other Total Operating Outflows Total Net Operating Cash Flo w (NOF) Changes in Working Capital Receivables (AR) Inventory (INV) Other Current Assets (OCA) Accounts Payable (AP) Other Current Liabilities (OCL) Total Changes in Net Working Capital (NWC) Surplus or Deficit Cash Flow after Working Capital Investment Capital Investment Change in Net Fixed Assets Depreciation Net Investment Flow Free Cash Flow to Firm Surplus or Deficit (FCFF) Interest Income (II) Fixed Coverage Expenditures (Interest) (FCE) Surplus or Deficit Cash Flow Avaiable for Dividends Dividends (DIV) $ 2,836,062. 00 $ 1,899,853. 00 $ 528,456. 00 $ $ $ 2,428,309. 00 $ 407,753. 00 $ 43,356. 00 $ 654,835. 00 $ (7,012. 00) $ (121,880. 00) $ $ 569,299. 00 $ 977,052. 00 $ 4,193,000. 00 $ 2,294,000. 00 $ 587,000. 00 $ 287,000. 00 $ $ 3,168,000. 00 $ 1,025,000. 00 $ (49,000. 00) $ (281,000. 00) $ $ 28,000. 00 $ $ (302,000. 00) $ 723,000. 00 $ 268,332. 00 $ (394,512. 00) $ (126,180. 00) $ 850,872. 00 $ $ – $ (83,000. 00) $ (167,000. 00) $ (250,000. 00) $ 473,000. 00 $ â€⠀œ $ (308,000. 00) $ 165,000. 00 $ – $ 850,872. 00 $ – Calaveras Vineyards – Team No. 1 18-Feb-2013 Cash Flow Statements – Contd.Surplus or Deficit Cash Flow Avaiable for Dividends Dividends (DIV) Management's Discretionary Cash Flow Surplus Financial Cash Flow Change in Long-Term Debt Change in Short-Term Borrowing Change in Preffered Stock Change in Common Stock Change in Other Total Change in Net Finncial Cash Flow (NFF) Goodwill/Other Assets & Other Liabilities Change in Goodwill & Other Asset Change in Other Liabilities Change in Gwill&OAssets & Other Liabilities Surplus or Deficit Cash Flow (Sum of 13 Cash Flow Components) Change in Cash (Cash) Surplus or Deficit after all Cash Flows $ $ 45,006. 00 13,241. 00 $ 850,872. 00 $ $ 850,872. 00 $ $ $ $ (729,402. 00) $ $ (729,402. 00) $ (400,000. 00) $ 236,000. 00 $ $ $ $ (164,000. 00) $ 165,000. 00 $ $ 165,000. 00 $ (153,235. 00) $ $ (153,235. 00) $ (31,765. 00) $ $ $ $ $ $ 1,000. 00 1,000. 00 Calaveras V ineyards – CASH FLOW STATEMENT 1000 Dec-96 Cash Flow Items Initial Inputs Net Results Cash Flow Components Cumulative Surplus or Deficit Cash Flow Initial Inputs Dec-97 Net Results Cash Flow Components Cumulative Surplus or Deficit Cash FlowOperating Inflows (Net Sales) Operating Outflows COGS – Depreciation SGA Exp Taxes Other Total Operating Outflows Total Net Operating Cash Flow (NOF) Changes in Working Capital Receivables (AR) Inventory (INV) Other Current Assets (OCA) Accounts Payable (AP) Other Current Liabilities (OCL) Total Changes in Net Working Capital (NWC) Surplus or Deficit Cash Flow after Working Capital Investment Capital Investment Change in Net Fixed Assets Depreciation Net Investment Flow Free Cash Flow to Firm Surplus or Deficit (FCFF) Interest Income (II) Fixed Coverage Expenditures (Interest) (FCE) $ 4,681,000. 00 $ $ 2,526,000. 00 $ 655,000. 00 $ 349,000. 00 $ $ 3,530,000. 00 $ 1,151,000. 00 $ (49,000. 00) $ (169,000. 00) $ $ 17,000. 00 $ $ (201,0 00. 00) $ 950,000. 00 $ 4,967,000. 00 $ $ 2,644,000. 00 $ 695,000. 00 $ 394,000. 00 $ $ 3,733,000. 00 $ 1,234,000. 00 $ (29,000. 00) $ (208,000. 00) $ $ 21,000. 00 $ $ (216,000. 00) $ 1,018,000. 00 $ (34,000. 00) $ (216,000. 00) $ (250,000. 00) $ 700,000. 00 $ $ $ (280,000. 00) $ 17,000. 00 $ (267,000. 00) $ (250,000. 00) $ 768,000. 00 $ $ $ (235,000. 00) Calaveras Vineyards – Cash Flow Statements – Contd.Surplus or Deficit Cash Flow Avaiable for Dividends Dividends (DIV) Management's Discretionary Cash Flow Surplus Financial Cash Flow Change in Long-Term Debt Change in Short-Term Borrowing Change in Preffered Stock Change in Common Stock Change in Other Total Change in Net Finncial Cash Flow (NFF) Goodwill/Other Assets & Other Liabilities Change in Goodwill & Other Asset Change in Other Liabilities Change in Gwill & Other Liabilities Surplus or Deficit Cash Flow (Sum of 13 Cash Flow Components) Change in Cash (Cash) Surplus or Deficit after all Cash Flows $ $ $ 420,00 0. 00 $ $ 420,000. 00 $ (400,000. 00) $ (20,000. 00) $ $ $ $ (420,000. 00) $ (400,000. 00) $ (132,000. 00) $ $ $ $ (532,000. 00) $ 533,000. 00 $ $ 533,000. 00 $ $ $ $ – $ $ $ $ $ $ 1,000. 00 1,000. 00 Calaveras Vineyards – Team No. 1 18-Feb-2013 CASH FLOW STATEMENT Dec-98 Cash Flow Items Initial Inputs Net Results Cash Flow Components Cumulative Surplus or Deficit Cash FlowOperating Inflows (Net Sales) Operating Outflows COGS – Depreciation SGA Exp Taxes Other Total Operating Outflows Total Net Operating Cash Flow (NOF) Changes in Working Capital Receivables (AR) Inventory (INV) Other Current Assets (OCA) Accounts Payable (AP) Other Current Liabilities (OCL) Total Changes in Net Working Capital (NWC) Surplus or Deficit Cash Flow after Working Capital Investment Capital Investment Change in Net Fixed Assets Depreciation Net Investment Flow Free Cash Flow to Firm Surplus or Deficit (FCFF) Interest Income (II) $ 5,348,000. 00 $ 2,803,000. 00 $ 749,000. 00 $ 461,000 . 00 $ $ 4,013,000. 00 $ 1,335,000. 00 $ (38,000. 00) $ (126,000. 00) $ $ 12,000. 00 $ (400,000. 00) $ (552,000. 00) $ 783,000. 00 $ 66,000. 00 $ (316,000. 00) $ (250,000. 00) $ 533,000. 00 $ – Calaveras Vineyards – Team No. 1 18-Feb-2013Net Investment Flow Free Cash Flow to Firm Surplus or Deficit (FCFF) Interest Income (II) Fixed Coverage Expenditures (Interest) (FCE) Surplus or Deficit Cash Flow Avaiable for Dividends Dividends (DIV) Management's Discretionary Cash Flow Surplus Financial Cash Flow Change in Long-Term Debt Change in Short-Term Borrowing Change in Preffered Stock Change in Common Stock Change in Other Total Change in Net Finncial Cash Flow (NFF) Goodwill/Other Assets & Other Liabilities Change in Goodwill & Other Asset Change in Other Liabilities Change in Gwill&OAssets & Other Liabilities Surplus or Deficit Cash Flow (Sum of 13 Cash Flow Components) Change in Cash (Cash) Surplus or Deficit after all Cash Flows $ $ $ $ (250,000. 00) $ 533,000. 00 $ (1 73,000. 00) $ 360,000. 00 $ $ 360,000. 00 $ $ (360,000. 00) $ $ $ $ (360,000. 00) $ $ $ $ –

How to Connect a Database and Add/Update/Delete/Record

How to Connect to a Database and Add/Update/Delete Record In this tutorial I will explain to you on how to connect to an Access database and allow you to Add/Update/Delete  a record. To fully understand these tutorials please  download  the source code  How to Add/Update/Delete Record using MS Access Database. This source code is part of the  Hotel Reservation System  that I am currently working. At the end of this tutorial you will learn the basic of database programming. I would like, however, to emphasize especially for beginners that one way to learn programming is to know how to debug a program and devote some of your time to reading.Don't be frightened on how short or long an article should be. The important is at the end of the tutorial you will learn something NEW! If you already know the topic, then don’t bother to study this again. Table of Contents 1. Introduction 2. Let’s get started 3. Database Connection 4. Add and Update a Record 5. Delete a R ecord 6. Final Thoughts Introduction Before I started learning VB. NET one of the topic that I search for in the internet is on how to connect to the database and make some changes to the table. Although there’s a lot of results, but I cannot find one that suit to my needs.Most of the tutorial is using drag and drop features of vb. net editor. Well, this is okay in most cases but what if you’d like to manipulate the data by code? So, I created this tutorial so that beginner programmer will learn from this. Let’s get started It is very important that you use your common sense to understand the logic of database programming. There’s a lot of features built-in to Visual Basic Editor that most programmer especially beginner who overlook it. One of the favorite tools I usually used is the  DEBUGGER. If you only knew how important a debugger is, then you do not even need to study this tutorial.Why? Because you can jump right away to the source code and start firing the F8 command from your keyboard and analyze every line as you step through the code. Anyway beginner is a beginner. You need to start from scratch. If you have already downloaded the source code, then open it in the visual basic . net editor by double clicking the â€Å"HowtoAddUpdateDeleteRecord. sln†. If you want to know what is the object that runs the first time you start the program (by pressing F5) then double click the â€Å"My Project† at the Solution Explorer. Look at the Startup Form.You will see that the value is â€Å"frmCustomersList†. Now, click this object in the Solution Explorer and click the View Code at the toolbar. Look for the Load event similar below: Private  Sub  frmCustomersList_Load(ByVal  sender  As  System. Object,  ByVal  e  As  System. EventArgs)Handles  MyBase. Load   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   sSql =  Ã¢â‚¬Å"SELECT CustomerID, CompanyName, ContactName, ContactTitle, Address FROM Customers ORDER BY Cu stomerID ASC†   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Call  FillList() FillListView(lvList, GetData(sSql)) End  Sub frmCustomersList_Load is the second procedure that runs when you hit the F5 Key from your keyboard.If you’d like to know how this code is executed then press F8. Believe it or not F8 is the answer to all your programming question. And I really mean it. When I started programming all I do is to search for free source code and start using the debugging tool. That’s why Visual Basic is being named as Rapid Application Development or RAD. If you follow the debugger the first line it executes is the  Private  Sub  frmCustomersList_Resize(ByVal  senderAs  Object,  ByVal  e  As  System. EventArgs)  then followed by  frmCustomersList_Load  which is actually the important procedure to note here.Another important debugging tool is â€Å"Toggle Breakpoint†. You will be prompted to your code if one of the line is marked by toggle brea k point. This can be done by pressing the F9 key or clicking the Debug menu then Toggle Breakpoint. This tool is important if the form is already loaded and you want to tract the execution of a code say within a command button. For example. Open the form  frmCustomersList  and double click the add button and move the up arrow key once and press F9. You willl have a picture as shown below: [inline:Toggle Breakpoint. jpg]Now, when you run the program and click the Add button you will be directed to the code editor window. This case you will see what is happening when you are executing the program. Isn’t it nice? Database Connection In order to connect to the database you need a connection string like this: Public  Const  cnString  As  String  =  Ã¢â‚¬Å"Provider=Microsoft. Jet. OLEDB. 4. 0;Persist Security Info=False;Data Source=.. /data/sample. mdb† Then open it by using this command: Dim  cnHotel  As  OleDbConnection cnHotel =  New  OleDbConnect ion With  cnHotel If  . State = ConnectionState.Open  Then  . Close() .ConnectionString = cnString .Open() End  With You need this whether you use  OleDbDataReader, ExecuteNonQuery or OleDbCommandBuilder  to read or write into the database table. To know more about this class just click this command and press F1 key to open the help files. Be sure you installed the MSDN. Since you have already open the connection to your database this is now the time to fill the ListView with data. This can be done by calling a function like: FillListView(lvList, GetData(sSql)) The line of code will then execute a function: Fill ListView control with data Public  Sub  FillListView(ByRef  lvList  As  ListView,  ByRef  myData  As  OleDbDataReader)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dim  itmListItem  As  ListViewItem Dim  strValue  As  String Do  While  myData. Read itmListItem =  New  ListViewItem() strValue = IIf(myData. IsDBNull(0),  Ã¢â‚¬Å"†, myData. GetValue(0))   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   itmListItem. Text = strValue For  shtCntr = 1  To  myData. FieldCount() – 1   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  If  myData. IsDBNull(shtCntr)  Then   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   itmListItem. SubItems. Add(â€Å"†)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Else itmListItem. SubItems. Add(myData. GetString(shtCntr))   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  End  IfNext  shtCntr lvList. Items. Add(itmListItem) Loop End  Sub Again in order to see how this code is being executed just run the program using the debugging tool (either F8 or F9). The rest of the procedure is executed only when they are called. For example, the code below is executed only when you click the Add button. Private  Sub  btnAdd_Click(ByVal  sender  As  System. Object,  ByVal  e  As  S ystem. EventArgs)  HandlesbtnAdd. Click   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dim  CustomerID  As  String frmCustomers. State = gModule. FormState. adStateAddMode   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  For  Each  sItem  As  ListViewItem  In  lvList.SelectedItems   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   CustomerID = sItem. Text Next frmCustomers. CustomerID = CustomerID frmCustomers. ShowDialog() Call  FillList() End  Sub This code will open the form  frmCustomers  in add mode and will execute also its own Load Event. If you want to open the form  frmCustomers  in edit mode, then just double click the item in a ListView. The code being executed are: Private  Sub  lvList_DoubleClick(ByVal  sender  As  Object,  ByVal  e  As  System. EventArgs)  HandleslvList. DoubleClick   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dim  CustomerID  As  String For  Each  sItem  As  ListViewItem  In  lvList.SelectedItems   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚   CustomerID = sItem. Text Next With  frmCustomers .State = gModule. FormState. adStateEditMode   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . CustomerID = CustomerID .ShowDialog() Call  FillList() End  With frmCustomers =  Nothing End  Sub The two procedure seems carry the same concept, by opening a form, except they vary on the button invoke for execution. The line frmCustomers. State = gModule. FormState. adStateAddMode will tell the target form to open the connection to the database in add mode and frmCustomers. State = gModule. FormState. adStateEditMode ill open the database in edit mode. Add and Update a Record Now, how to save the data in textboxes within the form? This can be done by calling a procedure calledbtnSave_Click. This procedure is fired when the Save button is clicked. Private  Sub  btnSave_Click(ByVal  sender  As  System. Object,  ByVal  e  As  System. EventArgs)  HandlesbtnSave. Click   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dim  d t  As  DataTable = dsCustomers. Tables(â€Å"Customers†)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  If  txtCustomerID. Text =  Ã¢â‚¬Å"†Ã‚  Or  txtCompanyName. Text =  Ã¢â‚¬Å"†Ã‚  Then   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   MsgBox(â€Å"Please fill up Customer ID or Company Name information. â€Å", MsgBoxStyle.Critical)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Exit  Sub End  If Try If  State = gModule. FormState. adStateAddMode  Then   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã¢â‚¬Ëœ add a row Dim  newRow  As  DataRow newRow = dt. NewRow() newRow(â€Å"CustomerID†) = txtCustomerID. Text   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   dt. Rows. Add(newRow) End  If With  dt .Rows(0)(â€Å"CustomerID†) = txtCustomerID. Text   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"CompanyName†) = txtCompanyName. Text   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚     Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"ContactName†) = IIf(txtContactName. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtContactName. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"ContactTitle†) = IIf(txtContactTitle. Text =  Ã¢â‚¬Å"†, System.DBNull. Value, txtContactTitle. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"Address†) = IIf(txtAddress. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtAddress. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"City†) = IIf(txtCity. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtCity. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"Region†) = IIf(txtRegion. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtRegion. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"PostalCode†) = IIf(txtPostalCode. Text =  Ã¢â‚ ¬Å"†, System. DBNull. Value, txtPostalCode. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"Country†) = IIf(txtCountry. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtCountry.Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"Phone†) = IIf(txtPhone. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtPhone. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   . Rows(0)(â€Å"Fax†) = IIf(txtFax. Text =  Ã¢â‚¬Å"†, System. DBNull. Value, txtFax. Text)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   daCustomers. Update(dsCustomers,  Ã¢â‚¬Å"Customers†)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   MsgBox(â€Å"Record successfully saved. â€Å", MsgBoxStyle. Information)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  End  With Catch  ex  As  OleDbException MsgBox(ex. ToString) End  Try End  Sub The code for adding and u pdating a table is the same except that if you are in add mode you just simply add this command: If  State = gModule.FormState. adStateAddMode  Then ‘ add a row Dim  newRow  As  DataRow newRow = dt. NewRow() newRow(â€Å"CustomerID†) = txtCustomerID. Text dt. Rows. Add(newRow) End If This way you do not need to create a separate command to insert and update a table. Delete a Record Let us go back to  frmCustomersList  form and delete a record. The procedure before will be fired after clicking a Delete button: Private  Sub  btnDelete_Click(ByVal  sender  As  System. Object,  ByVal  e  As  System. EventArgs)  HandlesbtnDelete. Click   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Dim  CustomerID  As  String For  Each  sItem  As  ListViewItem  In  lvList.SelectedItems   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   CustomerID = sItem. Text Next If  CustomerID ;;  Ã¢â‚¬Å"†Ã‚  Then ‘Delete the selected record Dim  strDeleted   As  Boolean strDeleted = ExecNonQuery(â€Å"DELETE Customers. CustomerID FROM Customers WHERE CustomerID= ‘†Ã‚  & CustomerID &  Ã¢â‚¬Å"‘†)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  If  strDeleted =  Ã¢â‚¬Å"True†Ã‚  Then MsgBox(â€Å"Record's deleted. â€Å", MsgBoxStyle. Information)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Call  FillList() Else MsgBox(strDeleted) End  If Else MsgBox(â€Å"Please select record to delete. â€Å", MsgBoxStyle. Critical)   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  End  If End  Sub The important line here is the strDeleted = ExecNonQuery(â€Å"DELETE Customers.CustomerID FROM Customers WHERE CustomerID= ‘†Ã‚  & CustomerID &  Ã¢â‚¬Å"‘†) which call the function  ExecNonQuery  and deletes a record based on the SQL Statement. Final Thoughts The above tutorial will simply teach you on how to connect to a database and make some changes to the database table. It is very important that you read first some tutorials about programming before you dive into the source code if you’re just starting out. If you really wanted to learn faster, then I recommend a book which is my reference also with this article. This book is called  Beginning VB 2008 Databases: From Novice to Professional (Beginning:

Case Film and Netflix Essay

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