Midterm Question # 1

1. Identify the benefits and disadvantages of MNC's.

Answer:

A multinational corporation (MNC) or transnational corporation (TNC), also called multinational enterprise (MNE), is a corporation or enterprise that manages production or delivers services in more than one country. It can also be referred to as an international corporation.

The first modern MNC is generally thought to be the British East India Company, established in 1600. Very large multinationals have budgets that exceed some national GDPs. Multinational corporations can have a powerful influence in local economies as well as the world economy and play an important role in international relations and globalization.

Multinational corporations have unique needs when managing their international employee populations. In addition to a worldwide benefits solution, they need the flexibility to provide their international employees with benefits similar to those offered to their U.S.-based employees.

2. Identify one MNC company and describe its operation.

Answer:

The East India Company (also the East India Trading Company, English East India Company, and then the British East India Company) was an early English joint-stock company that was formed initially for pursuing trade with the East Indies, but that ended up trading with the Indian subcontinent and China. The oldest among several similarly formed European East India Companies, the Company was granted an English Royal Charter, under the name Governor and Company of Merchants of London Trading into the East Indies, by Elizabeth I on 31 December 1600. After a rival English company challenged its monopoly in the late 17th century, the two companies were merged in 1708 to form the United Company of Merchants of England Trading to the East Indies, commonly styled the Honourable East India Company,and abbreviated, HEIC; the Company was colloquially referred to as John Company, and in India as Company Bahadur (Hindustani bahādur, "brave").

The East India Company traded mainly in cotton, silk, indigo dye, saltpetre, tea, and opium. However, it also came to rule large swathes of India, exercising military power and assuming administrative functions, to the exclusion, gradually, of its commercial pursuits. Company rule in India, which effectively began in 1757 after the Battle of Plassey, lasted until 1858, when, following the events of the Indian Rebellion of 1857, and under the Government of India Act 1858, the British Crown assumed direct administration of India in the new British Raj. The Company itself was finally dissolved on 1 January 1874, as a result of the East India Stock Dividend Redemption Act.

3. Describe how the parent control/coordinates with its subsidiaries in other countries or region.




4. How is IT maximized or used by this MNC?

Answer:

The Information Center can be used as a strategic tool in an international, multinational or global organization by promoting the effective application of information technology to international business problems. It is important to note that the IS strategies may vary among the various divisions of the organization and between the organization and it's formal associations external to the company, i.e., strategic alliances, joint ventures, technology transfers. The data needs and the analysis of data may vary considerably between foreign wholly-owned subsidiaries, joint ventures and strategic alliances. Therefore, the IS strategy must also be flexible enough to service the needs of the division/relationship being fulfilled by the data expertise of Information Center personnel.

Four relationships between the Information Center and functional divisions/management can be identified (see Table 2). (Table 2 omitted) (1) Contractor Role--IS negotiates agreements for services and service levels needed by various functional customers within the company. The services are provided by IS or by outside suppliers identified/qualified by the technical experts in the Information Center. (2) Utility Role--IS provides reliable data in a standardized format. The user is responsible for all custom application systems (Hopper, 1990). In addition, any contextual, environment issues that need local data to be used is the responsibility of the foreign operational personnel. (3) Vendor Role--IS has evolved to a level that their expertise in international problems allows them to recommend new solutions for international line manager's problems. This IS approach provides technological innovation and systems innovation but allows both IS and the international manager full responsibility for their own parts of the problem (Quinn and Paquette, 1990). (4) Partner Role--The IS organization is sufficient decentralized globally to participate fully in major decision with the foreign subsidiary line managers. This strategy requires a high level of mutual understanding and acceptance that frequently is not present

In many multinational corporations (MNCs) the dissimilarity between the Information Services (IS) department and the remainder of the corporation is so distinct that the IS function is managed as a separate strategic business unit. Powerful departmental and personal computing systems, flexible languages and application packages, and the inexpensive networks have effectively eliminated the monopoly that the IS profession once had on the control and use of computerized data. The functional managers around the world have become customers with options beyond those offered by more traditionally organized IS departments. In the global environment, it is important that IS department manage the interface with domestic and foreign divisions of the MNC with the same attention that it would give an external customer (Benjamin and Levinson, 1993).

5. WHat were the weaknesses/problems encountered by this MNC from its environment and global setup?

Answer:

Specific problems encountered by multinational corporation. Topics include investment decisions, environmental scanning, planning and control, and the social responsibilities of firms in host nations. 3 credit hours.


Reference:

http://en.wikipedia.org/wiki/Multinational_corporation

http://www.aetnaglobalbenefits.com/employers/multi/index.html
http://en.wikipedia.org/wiki/British_East_India_Company
http://www.newhaven.edu/academics/130/


DIPAY, IVY MAE J.

Question # 4

1. List down the ethics for computer usage.

Answer:

Computer ethics refers to the ways in which ethical traditions and norms are tested, applied, stretched, negotiated, and broken in the realm of computer technology. As computers brought about dramatically enhanced power of communication and data manipulation, new ethical questions and controversies were forced to the forefront of contemporary ethics debates. While ethics is concerned with codes of behavior, the arena of computer technology has created many uncertainties that make the establishment of such clear codes an often daunting task.

The more dramatic abuses of computer technology, such as major Internet hackings of company Web sites and online theft of credit card numbers, achieve a high profile. While there are few uncertainties about such cases, these are only the most visible examples of far more prevalent phenomena. Most cases are more subtle, frequent, and tied to the everyday workings of ordinary, law-abiding citizens. There are few clear rules to govern ethical computer behavior, and novel situations arise with great frequency, which can prove dangerous when these fields and practices are mixed with business and sensitive information.

The sheer scope of computer usage, spanning nearly every part of daily life and work, from medical records and communications to payment schedules and national defense systems, makes the untangling of ethical considerations all the more important, as unchecked ethical violations in one area can have severe repercussions throughout a wider system. On the personal level, individuals may run into ethical difficulties in considering what other activities they are facilitating by performing their particular functions via computer. Unfortunately, the speed of computer innovation has usually far outpaced the development of ethical norms to guide the application of new technologies.

The sheer volume of data available to individuals and organizations heightens the concern over computer ethics. No firm, for instance, can forego the opportunity to take advantage of the wealth of data and data manipulation afforded by modern information technology and telecommunications. The competitive nature of the economy provides an incentive to beat competitors to certain advantageous practices so as to capitalize on those advantages. The trick, then, is for organizations to devise ethical principles that allow for the greatest level of innovation and competitive strategy while remaining within the bounds of acceptable societal ethics, thereby maintaining the stability of the system from which they hope to benefit. Likewise, businesses need to coordinate codes of ethics to avoid having their own information systems compromised and putting themselves at a disadvantage.

This policy is also known as the "Computer Usage Policy."

• The integrity of the systems must be respected. This means that users of systems will not divulge passwords, pins, private keys or similar elements to anyone else, and they will not exploit sessions left open or otherwise misappropriate or steal the "identity" of another user.
• Privacy of other users must not be intruded upon at any time.
• Users must recognize that certain data are confidential and must limit their access to such data to uses in direct performance of their duties.
• The rules and regulations governing the use of facilities and equipment must be respected. Persons responsible for computing devices connected to the network will ensure that those devices are maintained in a secure state in accord with related policy.
• No one shall obtain unauthorized access to other users' accounts and files.
• The intended use of all accounts, typically for university research, instruction and administrative purposes, must be respected.
• Users shall become familiar with and abide by the guidelines for appropriate usage for the systems and networks that they access

http://www.ask.com/bar?q=ethics+for+computer+usage.&page=1&qsrc=0&ab=0&u=http%3A%2F%2Fwww.itc.virginia.edu%2Fpolicy%2Fethics.html

2. What common forms of ethic violations happen in the internet and in the organization?





3. How does ethics affect the decision making of mangers?

Answer:

10 Benefits of Managing Ethics in the Workplace

Many people are used to reading or hearing of the moral benefits of attention to business ethics. However, there are other types of benefits, as well. The following list describes various types of benefits from managing ethics in the workplace.
1. Attention to business ethics has substantially improved society.
A matter of decades ago, children in our country worked 16-hour days. Workers’ limbs were torn off and disabled workers were condemned to poverty and often to starvation. Trusts controlled some markets to the extent that prices were fixed and small businesses choked out. Price fixing crippled normal market forces. Employees were terminated based on personalities. Influence was applied through intimidation and harassment. Then society reacted and demanded that businesses place high value on fairness and equal rights. Anti-trust laws were instituted. Government agencies were established. Unions were organized. Laws and regulations were established.
2. Ethics programs help maintain a moral course in turbulent times.
As noted earlier in this document, Wallace and Pekel explain that attention to business ethics is critical during times of fundamental change -- times much like those faced now by businesses, both nonprofit or for-profit. During times of change, there is often no clear moral compass to guide leaders through complex conflicts about what is right or wrong. Continuing attention to ethics in the workplace sensitizes leaders and staff to how they want to act -- consistently.
3. Ethics programs cultivate strong teamwork and productivity.
Ethics programs align employee behaviors with those top priority ethical values preferred by leaders of the organization. Usually, an organization finds surprising disparity between its preferred values and the values actually reflected by behaviors in the workplace. Ongoing attention and dialogue regarding values in the workplace builds openness, integrity and community -- critical ingredients of strong teams in the workplace. Employees feel strong alignment between their values and those of the organization. They react with strong motivation and performance.
4. Ethics programs support employee growth and meaning.
Attention to ethics in the workplace helps employees face reality, both good and bad -- in the organization and themselves. Employees feel full confidence they can admit and deal with whatever comes their way. Bennett, in his article "Unethical Behavior, Stress Appear Linked" (Wall Street Journal, April 11, 1991, p. B1), explained that a consulting company tested a range of executives and managers. Their most striking finding: the more emotionally healthy executives, as measured on a battery of tests, the more likely they were to score high on ethics tests.
5. Ethics programs are an insurance policy -- they help ensure that policies are legal.
There is an increasing number of lawsuits in regard to personnel matters and to effects of an organization’s services or products on stakeholders. As mentioned earlier in this document, ethical principles are often state-of-the-art legal matters. These principles are often applied to current, major ethical issues to become legislation. Attention to ethics ensures highly ethical policies and procedures in the workplace. It’s far better to incur the cost of mechanisms to ensure ethical practices now than to incur costs of litigation later. A major intent of well-designed personnel policies is to ensure ethical treatment of employees, e.g., in matters of hiring, evaluating, disciplining, firing, etc. Drake and Drake (California Management Review, V16, pp. 107-123) note that “an employer can be subject to suit for breach of contract for failure to comply with any promise it made, so the gap between stated corporate culture and actual practice has significant legal, as well as ethical implications.”
6. Ethics programs help avoid criminal acts “of omission” and can lower fines.
Ethics programs tend to detect ethical issues and violations early on so they can be reported or addressed. In some cases, when an organization is aware of an actual or potential violation and does not report it to the appropriate authorities, this can be considered a criminal act, e.g., in business dealings with certain government agencies, such as the Defense Department. The recent Federal Sentencing Guidelines specify major penalties for various types of major ethics violations. However, the guidelines potentially lowers fines if an organization has clearly made an effort to operate ethically.
7. Ethics programs help manage values associated with quality management, strategic planning and diversity management -- this benefit needs far more attention.
Ethics programs identify preferred values and ensuring organizational behaviors are aligned with those values. This effort includes recording the values, developing policies and procedures to align behaviors with preferred values, and then training all personnel about the policies and procedures. This overall effort is very useful for several other programs in the workplace that require behaviors to be aligned with values, including quality management, strategic planning and diversity management. Total Quality Management includes high priority on certain operating values, e.g., trust among stakeholders, performance, reliability, measurement, and feedback. Eastman and Polaroid use ethics tools in their quality programs to ensure integrity in their relationships with stakeholders. Ethics management techniques are highly useful for managing strategic values, e.g., expand marketshare, reduce costs, etc. McDonnell Douglas integrates their ethics programs into their strategic planning process. Ethics management programs are also useful in managing diversity. Diversity is much more than the color of people’s skin -- it’s acknowledging different values and perspectives. Diversity programs require recognizing and applying diverse values and perspectives -- these activities are the basis of a sound ethics management program.
8. Ethics programs promote a strong public image.
Attention to ethics is also strong public relations -- admittedly, managing ethics should not be done primarily for reasons of public relations. But, frankly, the fact that an organization regularly gives attention to its ethics can portray a strong positive to the public. People see those organizations as valuing people more than profit, as striving to operate with the utmost of integrity and honor. Aligning behavior with values is critical to effective marketing and public relations programs. Consider how Johnson and Johnson handled the Tylenol crisis versus how Exxon handled the oil spill in Alaska. Bob Dunn, President and CEO of San Francisco-based Business for Social Responsibility, puts it best: “Ethical values, consistently applied, are the cornerstones in building a commercially successful and socially responsible business.”
9. Overall benefits of ethics programs:
Donaldson and Davis, in “Business Ethics? Yes, But What Can it Do for the Bottom Line?” (Management Decision, V28, N6, 1990) explain that managing ethical values in the workplace legitimizes managerial actions, strengthens the coherence and balance of the organization’s culture, improves trust in relationships between individuals and groups, supports greater consistency in standards and qualities of products, and cultivates greater sensitivity to the impact of the enterprise’s values and messages.
10. Last - and most -- formal attention to ethics in the workplace is the right thing to do.

http://www.ask.com/bar?q=How+does+ethics+affect+the+decision+making+of+managers&page=1&qsrc=19&ab=1&u=http%3A%2F%2Fmanagementhelp.org%2Fethics%2Fethxgde.htm


4. Cite a company which experienced legal or social conflicts because of its violation of ethics. You may check as example the problem of pre-need insurance companies in the Philippines.

a. Describe briefly the nature of the problem.



b. How was this resolved?



c. Who were affected?



d. What were the damages?

Prelim Question # 3

1. Identify and describe information systems (IS) used in each level.

Answer:

Information System is a combination of people, hardware, software, communication devices, network and data resources that processes (can be storing, retrieving, transforming information) data and information for a specific purpose. The operation theory is just similar to any other system, which needs inputs from user (key in instructions and commands, typing, scanning). The inputted data then will be processed (calculating, reporting) using technology devices such as computers, and produce output (printing reports, displaying results) that will be sent to another user or other system via a network and a feedback method that controls the operation. The picture below shows the procedure of Information System when it works.

Information System (IS) refers to a system of people, data records and activities that process the data and information in an organization, and it includes the organization's manual and automated processes. In a narrow sense, the term information system (or computer-based information system) refers to the specific application software that is used to store data records in a computer system and automates some of the information-processing activities of the organization. Computer-based information systems are in the field of information technology. The discipline of business process modelling describes the business processes supported by information systems.

2. How do these IS help the employees and managers achieve their objectives.

Answer:

There are various types of information systems, for example: transaction processing systems, decision support systems, knowledge management systems, database management systems, and office information systems. Critical to most information systems are information technologies, which are typically designed to enable humans to perform tasks for which the human brain is not well suited, such as: handling large amounts of information, performing complex calculations, and controlling many simultaneous processes.

Information technologies are a very important and malleable resource available to executives.^[1] Many companies have created a position of Chief Information Officer (CIO) that sits on the executive board with the Chief Executive Officer (CEO), Chief Financial Officer (CFO), Chief Operating Officer (COO) and Chief Technical Officer (CTO).The CTO may also serve as CIO, and vice versa. The Chief Information Security Officer (CISO), who focuses on information security within an organization, normally reports to the CIO.

In computer security, an information system is described by the following components ^[2]:

• Repositories, which hold data permanently or temporarily, such as buffers, RAM, hard disks, cache, etc. Often data stored in repositories is managed through a database management system.
• Interfaces, which support the interaction between humans and computers, such as keyboards, speakers, scanners, printers, etc.
• Channels, which connect repositories, such as routers, cables, wireless links, etc.

3. Cite a local or national company that makes use of these IS and identify the benefits and drawbacks/lapses of these IS.

Answer:

The implementation of information system strategies in UK companies - aims and barriers to success

Introduction

Building on Porter's (1985) definition of strategy as, ' . . . the route to competitive advantage that will determine . . . performance', we can define an ISS as the analysis of the role that information systems can play in helping business units or companies to define a route to competitive strategy.

The literature on information system strategies is extensive: much of it anecdotal in character, or exhorting managers or chief executives in British industry to make more use of information technology. The claim is made, repeatedly, that unless Britain can keep up with Japan, the USA, and the major European competitors in the rate of application of information technology, economic decline is inevitable. The most persuasive argument of this kind has been spelled out by Mackintosh (1987). Some writers, however, go beyond exhortation to try to identify the ways in which information technology may have long-term strategic value for companies, or to show how information technology can have an impact upon profitability. The key names in this respect are Michael E. Porter, who devotes a significant part of his Competitive advantage: creating and sustaining superior performance (1985) to the ways in which technology in general, and information technology in particular, can have an impact upon competitive advantage; and Paul Strassman ( 1985), who develops the concept of management productivity in his Information pay-off: the transformation of work in the electronics age and who has used the PIMS database of key indicators to advise companies on appropriate investment in IT.

The work reported here resulted from an interest shared by the author and Arthur Andersen & Co.: the overall objective of the study was to discover the extent to which major UK companies had adopted a strategic view of information systems development. In addition to this main objective there were a number of subsidiary aims. For companies that claimed to have a strategy we wished to know:

1. How the link to business strategy was maintained.
2. The organizational level at which strategy was initiated.
3. How the effectiveness of a strategy was monitored.
4. What aspects of information systems development featured in existing strategies, and what were future plans for investment.
5. How successful strategies were deemed to have been, and what barriers to the establishment and implementation of strategy had been experienced.
6. How far the idea of competitive advantage was incorporated in strategy, and what particular competitive ends were pursued.

A number of interviews were first carried out in major companies to explore the objectives in an informal manner. A questionnaire for self-completion was then prepared, with sections devoted to the above issues, and in two parts - Part A for those companies with a strategy, and Part B for those without. To enable companies to determine whether or not they had a strategy, the following definition was provided:

An information systems strategy brings together the business aims of the company, an understanding of the information needed to support those aims, and the implementation of computer systems to provide that information. It is a plan for the development of systems towards some future vision of the role of information systems in the organization.

In this paper only the results relating to companies with a strategy are reported.

Of the questionnaires returned, 75 per cent were from companies which claimed to have an information systems strategy as defined above, suggesting that the idea of an information system strategy has been widely adopted. Some caution is necessary, however: first, there is a difference between companies in the financial sector and those in the Times 500 group - 86 per cent of the former and only 73 per cent of the latter report having a strategy (Table 1). This distribution is statistically significant, i.e., in general, financial services companies are more likely to have adopted information system strategies than are other industrial firms.

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References:
http://en.wikipedia.org/wiki/Information_systems
http://www.ask.com/bar?q=Importance+of+Information+Systems&page=1&qsrc=6&ab=4&u=http%3A%2F%2Fen.wikipedia.org%2Fwiki%2FInformation_systems
http://informationr.net/tdw/publ/papers/1989ISstrat.html


DIPAY, IVY MAE J.

Prelim Question # 2

1. Discuss the pro's and con's of each model.

Answer:

A system is commonly defined as a group of interacting units or elements that have a common purpose. The units or elements of a system can be cogs, wires, people, computers, and so on. Systems are generally classified as open systems and closed systems and they can take the form of mechanical, biological, or social systems. Open systems refer to systems that interact with other systems or the outside environment, whereas closed systems refer to systems having relatively little interaction with other systems or the outside environment.

Pro's:
1. it's free (but there are significan tcost)
2. can quickly get up and running on your computer
3. strong developer community (however, don't assume all your question will get answered and for others to have solutions for your unique requirements for the software.
4. significant flexibility

Con's:
1. upgrades requires signicant effort, risk and potential to lose past functionality


2. Cite a company that uses any of this model. Describe briefly how this chosen model affect the entire company.

Answer:

Managers must take into consideration their organization's position along the open-closed continuum. The Linux computer operating system, for instance, is "open-source" and Red Hat, Inc., the corporation selling the bundled revisions-the multiple inputs from geographically dispersed users-represents an organization that would cease to exist if it were not for an open-systems perspective. Thus, stable environments with low complexity are more consistent with a relatively closed-system or mechanistic management style, while rapidly-changing environments are more consistent with flexible, decentralized, or "organic" management styles

3. Evaluate how an environment affects the organization and its management. Discuss the pro's and con's of not responding to the demands of the environment.

Answer:

To simplify the process of evaluating environmental influences, some organizational theorists use the term "task environment" to refer to aspects of the environment that are immediately relevant to management decisions related to goal setting and goal realization. The task environment includes customers, suppliers, competitors, employees, and regulatory bodies. Furthermore, in contrast to closed-systems, the open-system perspective does not assume that the environment is static. Instead, change is the rule rather than the exception. Consequently, investigation of environmental stability and propensity to change is a key task of a company, making the activities of an organization contingent on various environmental forces. As an open system, an organization maintains its stability through feedback, which refers to information about outputs that a system obtains as an input from its task environment. The feedback can be positive or negative and can lead to changes in the way an organization transforms inputs to outputs. Here, the organization acts as a thermostat, identified previously as an example of a relatively closed-system. The difference between closed-systems and open-systems, then, is in the complexity of environmental interactions. Closed-systems assume relatively little complexity; a thermostat is a simple device dependent mainly on temperature fluctuations. Conversely, open-system such as the human body and modern organizations are more intricately dependent on their environments. The point is that closed-systems versus open-systems do not represent a dichotomy, but rather a continuum along which organizations are more open or less open to their environments. The key defining variable governing this degree of openness is the complexity of the environment in which the organization is situated.


Reference:

http://www.enotes.com/management-encyclopedia/open-closed-systems

http://sg.search.yahoo.com/search?p=pros+and+cons+of+closed+system&fr=ush-ans&xargs=0&pstart=1&b=11

DIPAY, IVY MAE J.

Prelim Questrion # 1

1. How do you perceive information as a resource of the company?

Answer:

When we gather information about the world around us (including the information we need in order to study), we employ all our senses. But some of us employ one sense more than others.It help to the company to achieve the goals they wanted and also for the welfare of their employees.

t’s no less true for being repeated, but for many organisations their information and knowledge is their greatest asset.

Unfortunately it is often underutilised. Many organisations don’t recognise information as an asset or entity in itself, and they don’t know how to manage it effectively.

Small companies are especially bad at this as they’re so used to sharing information informally within a small team. It’s only when they grow, or when a key member of staff is absent, that they realise they need to store and share their information properly.

The bottom line is that information management can save an organisation money. Some information management tools and practices may cost initially, but chosen well they can quickly show a return on investment.

I’m an information manager, so you may think I’m a bit biased. But I’ve seen first hand how even basic information management practices can help an organisation. I’ve listed some of the main reasons below, in three categories: saving money, making money, and staying on the right side of the law.

http://www.oneis.co.uk/blog/2008/why-manage-information

2. Site a company, its nature. describe how the information from its environment impress its management and business as a whole.

Answer:

A group of enterprising executives belonging to various industries saw the opportunity to venture in the booming consumer financing business. Combining their strengths, Robert B. Jordan handled credit; Ruben Y. Lugtu Jr. labored on the financials while the late Wilfredo T. Anastacio took care of the human resources and operations. With the good demand and sound credit, the company, which they formed, Asialink Finance Corporation was off to a good start. Established in June of 1997, Asialink Finance Corporation is now the leading and fastest growing finance company in the Philippines. The company has an authorized and paid-up capital of Php 500 Million. It is now in the process of upgrading capital to Php 1 Billion.

The company was initially engaged in the booming business of Appliance Group Financing (AGP), however, due to the Asian Financial Crisis which badly affected companies in the market, Robert B. Jordan, now the CEO, redirected the company to focus on the promising business of giving short-term loans to business men, doctors and professionals in the year 2000. Today, Asialink Finance Corporation offers a wide range of short-term loan products that cater to the financial needs of businesses and individuals, such as Doctor’s Loan, Seaman's Loan, Appliance Loan, Educational Loan, OFW Loan, Allottee Loan, Salary Loan, Beneficiary Loan, Motorcycle Loan, Truck Loan, Car Loan, Real Estate Loan and Medical Assistance Loan.

Asialink Finance Corporation is continually expanding. It now has 52 branches (29 north, 11 south and GD 12) established throughout the archipelago. It is steadfastly improving the quality of its services to the people. It has an important role in alleviating the rampant unemployment, which threatens the Philippine economy, employing more than 500 personnel in its offices and thousands of independent loan consultants. It offers seminars to interested business-minded individuals who are willing to offer an important service to the community.

With its outstanding products and services, competent workforce and growing market niche, Asialink Finance Corporation is poised to become, in 10 to 15 years, the top finance company in the Philippines and a significant player in Southeast Asia.

http://www.asialinkfinance.com.ph/index.htm



Reference:http://www.oneis.co.uk/blog/2008/why-manage-information
http://www.asialinkfinance.com.ph/index.htm

DIPAY, IVY MAE J.