Kingfisher School of Business and Finance

Senior High School

A.Y. 2019-2020

Sophia Marie B. Cancino

ABM 1
Reflection Paper
The Pacific Ring of Fire

We all know that The Pacific Ring of Fire is a huge arc that is associated with trenches,
volcanic arcs, and plate movements. But, why do volcanic eruptions and earthquakes occur mostly
in this region and what could power these eruptions and plate movements? Scientists went around
different sites in the Circum-Pacific belt to investigate, which lead them to discoveries that gave
answers to our questions and important knowledge about the Ring of Fire.
Most volcanoes in the Pacific Ring of Fire are stratovolcanoes – volcanoes that are formed
because of viscous lava. The lava that comes from stratovolcanoes are rich in silica, which is
abundant in the earth’s crust, and it makes the lava very thick. Things don’t move through thick
lava very well – since viscosity is also defined as a fluid’s resistance to flow – and that makes
stratovolcanoes dangerous. Magma also has dissolved gas that explodes once the pressure builds
up, producing plumes of gas that can have a large effect when it drops to the ground after it loses
its energy. With the large clouds of smoke that may result from the collapse of these gas plumes,
people that will get affected may have trouble in seeing, breathing, and have a negative impact on
the environment. Apart from this, I’ve learned that water is needed in the formation of magma and
that is because of the hornblende crystals, which only forms with the presence of water, found in
solidified magma. But where does the water in volcanoes come from?
Fumaroles, that discharge superheated steam and gas, are found all around a volcano. Gases
that are collected from different volcanoes in the Pacific Ring of Fire, tested by scientists, revealed
something that helped in discovering where the source of the water, which is essential in the
formation of hornblende crystals, can be found. The gases contain Carbon-12, and in specific levels
of C-12, there are unique signatures of phytoplankton that absorb the natural carbon isotope.
Carbon-12 could be the reason how water, and seafloor sediments, get into the volcanoes.
Meanwhile, subduction makes it possible for seawater to get underground.
I have learned a lot of new information about the Pacific Ring of Fire. Before watching the
documentary, the Ring of Fire, for me, has been just a horseshoe-shaped basin along the pacific
where volcanic arcs and trenches are found. But now, I have discovered that volcanoes didn’t
simply formed in the Pacific because the Pacific Plate, itself, is one of the reasons how 75% of the
volcanoes in the world are found in an area along the Pacific Ocean. Aside from that, I was truly
surprised with how water, which can be found inside the horseshoe-shaped basin, play a significant
role in the formation of volcanoes, lava, and the presence of the Pacific Ring of Fire, itself. Most
importantly, learning about the Pacific Ring of Fire helped in discovering more about the earth,
where the Ring of Fire is located.
 Kingfisher School of Business and Finance
Senior High School
A.Y. 2019-2020

Sophia Marie B. Cancino

ABM 1
Do’s and Don’ts Before, During and After An Earthquake and Storm
Before an Earthquake:

 Make sure to have a fire extinguisher, first aid kit, a battery-powered radio, a flashlight, and extra
batteries at home
 Learn how to do first aid
 Learn how to turn off the gas, water, and electricity
 Make up a plan of where to meet your family after an earthquake
 Don't leave heavy objects on shelves, especially on higher parts
 Anchor heavy furniture, cupboards, and appliances to the walls or floor
 Learn the earthquake plan at your school or workplace

During an Earthquake:

 Stay calm! If you're indoors, stay inside. If you're outside, stay outside.
 If you're indoors, stand against a wall near the center of the building, stand in a doorway, or crawl
under heavy furniture (a desk or table). Stay away from windows and outside doors.
 If you're outdoors, stay in the open away from power lines or anything that might fall. Stay away
from buildings (stuff might fall off the building or the building could fall on you).
 Don't use matches, candles, or any flame. Broken gas lines and fire don't mix.
 If you're in a car, stop the car and stay inside the car until the earthquake stops.
 Don't use elevators (they'll probably get stuck anyway).
 If you’re in a high-rise building, take the stairs down. Do not take the lift. If you’re in a lift already,
then get out on the next floor.
 If you’re cooking, then turn off the stove and take cover. Do not use candles, matches or other
open flames. Put out all fires.
 Free all pets and domestic animals so that they can run outside.

After and Earthquake:

 Turn on your television/radio to get the latest information/bulletins and aftershock warnings.
Check your smartphone alerts as well.
 Help others.
 Attend to those injured and give them aid, also inform a hospital.
 Be prepared for possible aftershocks.
 Close the valve of kitchen gas stove, if it is on. If it is closed, do not open. Do not use open flames.
 Do not operate electric switches or appliances, if gas leaks are suspected.
 Check water pipes, electric lines and fittings. If damaged, shut off the main valves. Do not touch
live electrical wires.
 Before a Storm/Typhoon:

 Keep yourself updated.

 Inspect and clean up your house especially your drainage system. or remove any material that may
possibly cause the clogging.
 Store ample amount of ready-to-eat foods and water. Make sure that the foods and water that you
will store is adequate enough for you and your family and will last for few days.
 If you have second or third floors or any part in your house that is elevated, have your things
especially those that generate electricity placed in there.
 If you are advised to evacuate, do so. These people who will inform you of the need for evacuation
are more knowledgeable than anyone else.
 Always have your emergency kits with you.
 Your emergency kit must include first-aid supplies, candles, flashlights, life vests and battery-
operated radio.

During a Storm/Typhoon:

 If no advice to evacuate was announced, then better stay inside your house.
 Keep yourself calm and postpone any scheduled travels.
 Keep on monitoring the typhoon’s movement through your television, radio or the internet.
 If you see signs of water rising, better turn off the main sources of electricity.
 Do keep your electric-powered items stored in higher areas and refrain from using them during
flood.
 Do not wade along flooded areas to keep yourself from contacting water-borne diseases. If it is
inevitable, wear protective gears such as raincoats and boots to protect yourself.
 If you are told to evacuate, calmly comply.
 Do not handle electrical equipment and do not use the telephone except in an emergency.
 Do not go outside, even if the storm appears to have subsided. The calm or the “eye” of the
storm can pass, leaving you outside when intense winds resume.
 Do not use candles during the storm, they could cause a fire. Stick with battery operated
flashlights.
 Do not walk, swim or drive through flood waters. Six to twelve inches of water is all it takes to
take you down or flood your car.

After the Storm/Typhoon:

 Monitor and update yourself with the progress of the typhoon through radio, television or the
internet (should this be accessible).
 If your house was one of the heavily damaged, make sure that you heed to the advice of the
authorities regarding its safety and stability. If they are uncertain of your house’s condition, do
not go yet.
 If the house didn’t have that much damage, have your house inspected and do the needed repairs
immediately. Just be safe in inspecting your house and avoid scattered debris.
 Watch out for live wires or any electrical outlet that may be submerged in water. If you don’t
have the sufficient knowledge on electrical wirings, have a knowledgeable person inspect these
wires as well as your appliances before you actually use them again.
 Wear protective gears such as boots. Water-borne diseases such as Leptospirosis do not only
spread out during typhoon but also after the typhoon.
 Boil water before drinking as they may be contaminated.
 Clean up. Dispose things that may be a ground for mosquitoes to breed.
 Wait for the authority’s announcement indicating that it is safe to go out.
 If you are in a shelter or a friend’s house, go back home.
ORG AND MGT REVIEWER
POLC
Planning – the management function of
systematically making decisions about
the goals and activities that and
individual, a group, a work unit, or the
overall organization will pursue.
Organizing – the management function
of assembling and coordinating human,
financial, physical, informational, and
other resources needed to achieve goals.
Leading – the management function that
involves the manager’s efforts to
stimulate high performance by
employees.
Controlling – the management function
of monitoring performance and making
needed changes.
EXTERNAL AND COMPETITIVE
ENVIRONMENT
Open Systems – organizations that are
affected by, and that affect, their
environment.
Inputs – goods and services that
organizations take in and use to create
products or services.
Outputs – the products and services
External Environment – all relevant
forces outside a firm’s boundaries, such
as competitors, customers, the
government, and the economy.
Competitive Environment – the
immediate environment surrounding a
firm; includes suppliers, customers,
rivals, and the like…
Macroenvironment – the general
environment; includes governments,
economic conditions, and other
fundamental factors that generally affect
all organizations.
Demographics – measures of various
characteristics of the people who make
up groups or other social units.
Barriers to entry – conditions that
prevent new companies from entering an
industry.
Switching Costs – fixed costs that
buyers face when they change suppliers.
Supply Chain Management – the
managing of network facilities and people
that obtain materials from outside the
organization, transform them into
products, and distribute them to
customers.
Final Consumer – a customer who
purchases products in their finished form.
Intermediate Consumer – a consumer
who purchases raw materials or
wholesale products before selling them
to final customers.
PROGRAMMED VS NON
PROGRAMMED DECISIONS
Program Decisions – decisions
encountered before, having objectively
correct answers and solvable by using
simple rules, policies, or numerical
computations.
Nonprogrammed Decisions – new,
novel, complex decisions having no
proven answers.
STRATEGIC, TACTICAL, AND
OPERATIONAL PLAN
Strategic Planning – a set of
procedures for making decisions about
the organization’s long-term goals and
strategies.
Strategic Goals – major targets or end
results relating to the organization’s long-
term survival, value, and growth.
Strategy – a pattern of actions and
resource allocations designed to achieve
the organization’s goals.
Tactical Planning – a set of procedure
for translating broad strategic goals and
plans into specific goals and plans that
are relevant to distinct portion of the
organizations.
Operational Planning – the process of
identifying the specific procedure and
processes required at lower levels of the
organization.
Strategic Management – a process that
involves managers from all parts of the
organizations in the formulations and
implementations of strategic goals and
strategies.
Strategic Vision – the long-term vision
and strategic intent of a company.
Product Divisions - all functions that
contribute to a given product are
organized under one manager
Customer and Geographical Divisions
- build divisions around customer or
geographical distinctions. Can focus on
customer needs.

SWOT ANALYSIS HIERARCHY OF NEEDS

SWOT Analysis – a comparison of
strengths, weaknesses, opportunities,
and threats that helps executives
formulate strategy.
Strengths – what the company has.
More on competitive advantage and
resources. Positive attributes.
Weaknesses – what the company is
lacking. More on deficiency and negative
attributes.
Opportunities – what is available
externally that can be beneficial to the
company. Something to exploit.
Threats – something that may adversely
DIFFERENT POWERS
affect or harm the company.
Power - ability to influence
Legitimate Power - leader has
FLAT AND TALL ORGANIZATIONS
organizational authority
Flat Organization – wide span of control
Reward Power - leader has control over
Tall Organization – narrow span of valued rewards
control
Coercive Power - leader has control
over punishments
FUNCTIONAL, PRODUCT, AND Referent Power - leader has personal
GEOGRAPHIC DEPARTMENTS characteristics that appeal to others and
make them desirous of the leader’s
Functional Organization - Jobs (and approval
departments) are specialized and
grouped according to business functions Expert power - leader has knowledge
and the skills they require (e.g., that others feel will be of benefit to them
production, marketing, R&D, human
resources, and finance)
CONTEMPORARY PERSPECTIVES
Value Chain - sequence of activities that
ON LEADERSHIP
flow from raw materials to the delivery of
a product or service Charismatic Leadership
Divisional Organizations - units - traditional management through
grouped around products, customers, or business transactions
geographic regions
- leaders who manage through using
their legitimate, reward, and coercive
powers to give commands and
exchange rewards for services rendered
- dispassionate leadership that does not
inspire people to focus on the
interests of the organization
Transactional Leadership
- traditional management through
business transactions
- leaders who manage through using
their legitimate, reward, and coercive
powers to give commands and
exchange rewards for services rendered
- dispassionate leadership that does not
inspire people to focus on the
interests of the organization
Risk Propensity – degree to which an
entity is willing to take risk (of loss)
risk takers vs risk averse
Bureaucracy - refers to an organization
that is complex with multi-layered
systems and processes which are
designed to maintain uniformity and
controls; methods are more important
than efficiency
Red Tape Problem – excessive
bureaucracy or adherence to rules and
formalities

Transformational Leadership
- moves beyond transactional leadership
- transforms a vision into reality and
motivates people to transcend their
personal interests for the good of the
group
- generating excitement - three ways
- they are charismatic
- provide individualized attention -
do not treat everyone alike
- assign challenging work to
deserving people
- provide one-on-one mentoring
to develop their people
- they are intellectually stimulating
- arouse an awareness of problems
and potential solutions
- articulate the organization’s
opportunities, threats,
strengths, and weaknesses
stir the imagination and generate
insights
PAHABOL TERMS:
Machiavellianism – refers to a
personality trait which sees a person so
focused on their interest that they will
manipulate, deceive, and exploit others
to achieve their goals.