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How To Write An Excellent History Paper

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Friday, November 29, 2019

Elements Of Drama Essay Example

Elements Of Drama Essay Elements Of Drama The dictionary definition of Drama is the activity of acting, or simply a play for theatre, the elements however that make up this intricate and diverse art form are far more complex than the concluding definition. The elements of Drama are essentially building blocks that culminate in the finality of this wholesome, rigorous activity. A simple way to understand a form as complex as Drama, Is to look at It as a physical project, Like building a house. The first and most Important element Is the theme of the Drama. The main, starting Idea, the whole motive behind the play, the realization of what you want your audiences to feel and experience and what you want to produce. The theme can be looked at as basic criteria that you would have for your dream house, the kind of view that you want, the amount of land, the locality, basically the first steps in narrowing down on a concrete idea for what you want. The next logical step in terms of getting a house is buying a plot of land, and the next logical element of Drama is the plot as well. We will write a custom essay sample on Elements Of Drama specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Elements Of Drama specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Elements Of Drama specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The plot is an outline of the course of events, its always in the present but can also include a flashback. The plot is the entire narration, the occurrences that bring out the theme, and comprise the whole story. Once you have your plot of land, you start building the structure of your house. Similarly, the next element of Drama is the structure of the play, which comprises of the beginning, the exposition or the middle, which spills into the transition, or the ending, which inevitably results in some kind of resolution. Once the house is ready, people move in and make the house a home; they infuse it with their energy, relationships, conflicts and personality. Like this, you must inject in characters and legislations to the structure to carry the plot forward. These characters can be realistic or imaginative or abstract. These characters are tools with which the drama Is presented, the plot played out and the theme revealed. Another tool that Is essential in Drama is the use of language. The language in a play is a form of expression, a direct confirmation for the direction that the plot is headed. The language can be symbolic; It must always give perspective and can even Incorporate Imagery. The language also has a tendency to spill Into a fragmented form, and almost always as some sort of a texture, which basically translates Into the overall feel of the characters and setting. This Is where sound value comes In, It Is Important to note that dictionary words have sound value too, even silence does, and It communicates the intellectual meaning of the word, or the sound in accordance to the feeling. For example, the word rough will still have the same sound value even if its said angrily or lovingly. Theatricality is created through conflict, without any conflict, the storyline will be static, the theme wont get across and it wont have any impact on the audience. Conflict is essential in drama, as it results in theatricality, the ups and downs in the storyline creates interest and is needed to establish the purpose of the play. Examples of conflict can vary from conflicts between two or more people, groups of people or even conflict within oneself, as in the character. The arousal of conflict generates suspense about the outcome of the conflict, which in turn helps the structure make sense and come together. The concluding and most practical aspect of Drama is the feasibility of the play. This takes into account the target audience, the recitalists, the objective or even the kind of actors that are required for the execution of the play. This aspect of Drama takes into consideration the technical and practical aspects of the play in terms of the requirements for its execution. In conclusion, all afore mentioned elements of Drama are instrumental in the becoming any play and provide a stable foundation for theatre productions to thrive on. Drama is a complex, diverse and wholesome form of expression, but there is a method behind its madness, a criteria and a process that validates or appreciates the dramaturgy of plays. By: Janis Kapok

Monday, November 25, 2019

In Search of Excellence Book Review essays

In Search of Excellence Book Review essays In Search of Excellence is a book dealing with many different principles of economics and what makes big business' excellent. The first idea that Peters discusses is his chart of the McKinsey 7-S Framework. The graph is very simple but the ideas are fairly complex. In their research, they found that their philosophies were too hard to explain and easily forgettable. They made this Framework to deal with strategy, structure, style, systems, staff (people), skills, and shared values (culture). This has 7 S's (easy to remember) and a graphical representation to visualize. This shows the businessman that the intractable, irrational, intuitive, and informal organization can be managed. For example, anyone assuming that a new manager of a Taco Bell will perform exactly as the old manager did is ridiculous. The organization of workers must adjust and adapt to the new manager's way of business. Another more main topic of the novel is the Eight Basic Principles. Their research had shown that the excellent companies had been based on the basics. The companies had to try to keep things simple. Sometimes, to a big business, it might seem logical that business should be run more complex the larger it is. From their research, this is usually not true. The first pricnciple is a bias for action. This is basically saying "Stop talking and do something about it." When Taco Bell has a rush of customers and their supplies for making food are low, they (usually) don't say "You know what, I have no more cheese" or "Could someone get me some more cheese?" They take action and get the cheese, make it if necessary, and get the problem solved as quickly as possible. The second Principle they deal with is to be close to the customer. This means good service and listening to what the customer has to say. If the producer, Taco Bell, is not in touch with what the customer wants to eat, then the business will most likely fail. Although it also refers to custo...

Thursday, November 21, 2019

COM Essay Example | Topics and Well Written Essays - 500 words

COM - Essay Example d allows for the viewer to further integrate with the action that is taking place on the screen, the theme of the movie itself, and whether or not the actors were ultimately believable in their roles. Firstly, with regards the music which was utilized in the film, this is perhaps the strongest element that helps to tie the plot in with the ultimate sense of frustration, suspense, and drama that is represented on the screen. All too often, films simply seek to fill a musical score with something so that this potential element will be fulfilled. However, with regards to the film in question, the music was expertly presented so that the drama, suspense, and anguish that were represented within the scenes could be evoked to a more full and complete degree. Another definitive element that helps to set this film apart from many others is with respect to the way in which the actors which were chosen were perfectly suited and believable in the roles that they reflected. Although it is of course possible that a number of different actors could of been chosen facilities role in just as satisfactory a manner, the way in which Franka Potente was able to represent a steelish determination alongside a fragile an almost childlike sense of never giving up hope, denotes the fact that this actor was perfectly cast and fully believable with regards to the role which she was required to portray. Similarly, the theme of the movie itself is ultimately a suspense/thriller. In such a way, the previous two elements that have been discussed, both work favorably in helping to promote a further level of enjoyment on the part of the viewer with respect to this particular genre film. Although there are a number of best practices that can be engaged in any film, in order to effectively represent the thriller/suspense genre, is of course necessary to have a set of actors that are fully believable within the role, able to represent key emotions, angst, anger, frustration, fear, sadness, and an

Wednesday, November 20, 2019

Characteristics of living organism Essay Example | Topics and Well Written Essays - 250 words

Characteristics of living organism - Essay Example The genetic material can exist either as double stranded or single stranded DNA/RNA. Those that have RNA, such as HIV and Influenza, are termed retroviruses and are hard to come up with vaccinations for due to the fact that they synthesize their DNA while they are in the host cell (Beckner, Kleinsmith, Hardin, and Bertoni 99-101). Viruses have their own kind of genetic material which can be stored as DNA or as RNA. The biggest reason as to why viruses are not alive is because they cannot reproduce on their own. They are biological machinery which requires a host. They work by injecting their foreign genetic material into the cell and taking over the cells processes. In the lytic cycle, the machinery in the cell is turned over to the control of the virus. It then begins to replicate copies of itself within the cell. After the maximum area in the cell has been taken up, the cell lyses releasing all the new viruses to infect other cells in the organism. In the lysogenic cycle, the virus integrates its own genetic material into that of the host where it replicates with the organisms genetic material until external factors cause it to become active, which after it enters in to the lytic cycle (Sadava, Heller, Hillis, and Berenbaum 343-48). Viruses are even sometimes used in helping with gene therapy.

Monday, November 18, 2019

London, New York and Tokyo as Global Cities Research Paper

London, New York and Tokyo as Global Cities - Research Paper Example Founded by the Romans, London stands on River Thames and has acted as a key settlement spot for almost two millennia (Beaverstock 114). New York City, located in New York State in the Northeastern expanse of the United States, is the state’s and nation’s most populous city. Courtesy of New York City, New York State is presently the United States’ largest and busiest immigration gateway. Japan’s capital city, Tokyo, is also the world’s largest metropolitan area and among Japan’s 47 prefectures. Ancient history suggests that Tokyo was a fishing village in the 15th century, but has evolved through being a cultural, religious and military stronghold to its present economic giant status. Presently, Tokyo is home to the Imperial Family of Japan and the government’s headquarters. In the context of â€Å"global cities†, London, New York and Tokyo lead the world, and are classified as Alpha++ cities. Alpha++ cities are the most globally integrated cities with other. In this perspective, global cities form critical nodes in the worldwide economic framework (U.S. Census Bureau 96). The first part of this paper will provide a brief historical background and overall economic profile of the three cities. Then, it will examine the details of size and diversity of the population and labor migration of the three cities. ... In 1176, a new stone bridge replaced the wooden one built by the Romans. During the reign of Edward III, London became a true capital (Beaverstock 121). Economic Profile Presently, finance remains the largest industry in London, with financial exports contributing largely to the balance payments of the United Kingdom. This makes it a key economic and commercial center for multiple interests on the international business platform, ranking fifth among the world’s largest city economies. In 2012, its Gross Domestic Product (GDP) was estimated at slightly above $ 731 billion. Per capita GDP for the same year was at $51,798 (U.S. Census Bureau 78). With its economic profile, London as a city has been generating about 20 percent of the entire United Kingdom’s GDP for the past decade, while the metropolitan area on its own generates 30 percent. As per statistics at the beginning of 2013, with over 841,000 businesses in the private sector, London had the highest number business es than all other regions and countries in the United Kingdom. Out of the private sector businesses, 30 percent are collectively in the professional, technical, scientific and construction industries, forming a significant part of the small and medium enterprises (SMEs). The major business districts are, in ascending order, Lambeth & Southwark, Canary Wharf, Camden & Islington, Westminster and The City, where economic activities range from accountancy to legal, real estate, architecture and government operations (Scheltema & Westerhuijs 69). Size and Diversity of the Population Between the 16th and 19th centuries, London’s population grew from 50,000 to 900,000 in spite of unhealthy

Saturday, November 16, 2019

Leadership Essay A Good Leader

Leadership Essay A Good Leader The Qualities Of A Good Leader Introduction Leaders have an important role within an organisation related to its success, productivity and the performance of the employees. The fundamental task of a leader is to build and maintain a high performing team (Furnham, 2005, p.566). However, Yukl (2013, p.18) argues that there are numerous and diverse definitions concerning the concept of a leader as well as the term leadership, although a general consensus appears to suggest it involves a process of influencing and guiding relationships within an organisation . Guirdham (2002, p.15) emphasises the importance of leaders having good interpersonal and communication skills, which as Yukl suggest involves the ability to persuade others. Yukl (2013, p.18) further states there are additional factors that contribute to good leadership such as the situational context and the use of power. Another issue regarding the characteristics of leaders is that many theories and models have been based on Western perspectives (House and Aditya, 1997, p.409) and typically based on research with white males (Chartered Institute of Personnel and Development, CIPD, 2008, p.7). There is some cultural crossover in servant leadership, which according to Northouse (2013, p.219), was originally proposed by Greenleaf in the 1970s, and also has origins in ancient Eastern and Western philosophies; for example, it is deeply embedded in Arab-Islamic culture (Sarayrah, 2004, p.59). A further concern is raised by Mullins (2008, p.265) who states that determining who is a good leader is a subjective judgement and cannot be based, for example, on financial performance alone. The aim of the following essay is to investigate whether certain characteristics are related to good leadership and which can be identified in theories and models of leadership such as trait theory, transformational and charismatic leadership as well as authentic and servant leadership. Finally, there will be a brief discussion regarding interpersonal characteristics such as emotional intelligence and communication skills. Theories and Models of Leadership Trait Theories Trait theories of leadership proposed that successful leaders possessed distinctive traits or characteristics that differentiated them from unsuccessful leaders and subordinates. As Northouse (2013, p.7) mentions there are common phrases in use in society such as he was born to be a leader or she is a natural leader which suggest that people tend to think good leaders are born and not trained. The concept of leaders having certain characteristics dominated research prior to the Second World War. It was thought that individuals could be selected for leadership positions if they showed the appropriate characteristics or alternatively that traits could be taught to leaders (Furnham, 2005, p.571). Popular books, such as Stephen Coveys book, The Seven Habits of Highly Effective People, propose that certain traits or characteristics can be learned. Covey (2004, p.46) states that our character, basically, is a composite of our habits. Covey continues saying that habits are consistent, can be learned or unlearned and express an individuals character and how effective or ineffective they are (Covey, 2004, p.46). Covey suggests that effective people are proactive, have a clarity regarding their life-goals, manage themselves, value and respect other people, are empathic and encourage positive teamwork (Covey, 2004, p.65). The seventh habit involves taking time to sharpen the saw which Covey translates as meaning time to refresh physical, spiritual, psychological and socio-emotional dimensions of a persons character (Covey, 2004, pp.287-288). A number of characteristics and traits related to good leaders have been identified; for example, Smith and Foti (1998, p.147) undertook a study investigating the characteristics of emergent leaders and found that the traits of dominance, intelligence and self-efficacy were significantly higher in emergent leaders than other individuals who were not classified as emergent leaders. According to Furnham (2005, p.572), good leaders usually possess characteristics such as persistence, innovation and a willingness to take responsibility for their actions. Yukl (2013, p.146) similarly identifies certain characteristics related to good leaders which include a high tolerance of stress, emotional maturity, personal integrity, motivation and self-confidence. However, Furnham (2005, p.574) suggests that although there are numerous traits, there appears to be little agreement regarding which characteristics contribute to a leader being effective. According to Zaccaro, (2007, p.6) trait theories are not able to explain how leaders characteristics adapt to different situations and contexts and thus a major criticism of trait theories is that they do not consider the wider context of culture, society or the interactions with the characteristics of subordinates (Zaccaro, 2007, p.7). Examining the characteristics of good leaders implies that leaders innately possess certain personality traits although it could be suggested that some good leaders can learn through experience (Bryman, Collinson, Grint, Jackson and Uhl-Bien, 2011, p.78). The notion that good leaders can learn skills through a dynamic learning experience is supported by other researchers; for example, Rodd (2006, p.13) proposes that practitioners within the Early Years profession can become leaders through demonstrating increasing competence and by developing the personal skills necessary to become a leader. Daly and Byers (2004, p.7) suggest that good leaders will also ensure that employees have the opportunity for training and professional development which in turn may help them to become good leaders. Kolb (1984, p.25) similarly supports the idea of learning leadership skills through experience and suggests that learning involves a constant change of ideas, perspectives and opinions which are not fixed and thoughts are formed and reformed through experience and continually modified by experience. The importance of having a flexible approach is emphasised by Daly and Byers (2004, p.187) ensuring that the leader is adaptable and can implement new ideas or procedures when necessary. Even early theorists such as Taylor (1911, p.7) argued that good leaders are not born and required systematic training instead of being reliant on some unusual or extraordinary man. It is further argued by Zaccaro (2007, p.10) that because being a good leader is complex there is probably an interaction of the leaders characteristics as well as an interaction with the variables present in different situations and contexts. Theories such as Fiedlers contingency theory (Fiedler 1967, cited in Northouse, 2013, pp.123-125) were developed primarily with leaders in the military and focused on how compatible the characteristics and style of the leader were with a specific situation. Thus, effective leadership is contingent on matching a leaders style to the right setting (Northouse, 2013, p.123). A problem with both trait theories and contingency theories is that they appear to focus on the characteristics of the leader and do not consider the characteristics of, the interactions with, or the role of, subordinates. Contingency theory does not explain why some leaders are better in certain situations than other leaders and also how organisations deal with a mismatch between leaders and certain situations (Northouse, 2013, p.129). Transactional and Transformational Leaders Furnham (2005, p.588) suggests that transactional leadership can be defined as a contract between the leader and a worker where the leader achieves what they want by offering some sort of reward which is desired by the employee. There is typically a limited relationship between the leader as in certain situations (for example in the military) transactional leadership is necessary as certain actions need to be undertaken without subordinates questioning or debating issues (Bass and Bass, 2008, p.41; Bryman et al. 2011, p.55). Transactional leadership does not appear to be concerned with the characteristics of leaders and is more concerned with creating structures and systems which allow the sharing of information (Bryman et al. 2011, p.61). Transactional leadership depends on contingency reinforcement which means the subordinate understands that a reward will be received when performance goals are achieved (Bass and Riggio, 2006, p.8). Transformational leadership developed from the foundations of transactional leadership with four further characteristics namely; charisma and idealised influence which indicates that the leader is admired, respected, and trusted; inspirational motivation, intellectual stimulation, and consideration towards individual workers (Bass, Avolio, Jung and Berson, 2003, p.208; McKenna, 2005, p.411). By showing an interest in the personal development of followers there can be a subsequent increase in performance and productivity as well as creativity and innovation subordinates can often be creative which can then have an impact on the competitive advantage of the company (Bass, et al 2003,p.208). Bass and Bass (2006, p.41) also suggest that transformational leaders usually believe and support the goals of the organisation and are able to articulate the goals to subordinates and engage their support and commitment. Other characteristics identified in transformational leaders is that they show consistent behaviour and tend to have a strong focus on integrity, ethical principles and values together with being flexible and able to adapt to change (Judge and Piccolo, 2004, p.755). McKenna (2005, p.408) states that transformational leaders have characteristics such as vision and are able to motivate and inspire subordinates to share their vision. As Sir John Harvey-Jones, MBE, who was the chairman of Imperial Chemical Industries from 1982 to 1987 and has recently helped failing business shown in a BBC television programme called Troubleshooter states:- The vision is absolutely key to getting your troops together. It has to be qualitative, daring and grab the imagination. The test of it should be how quickly people will latch on to where you are going†¦Ã¢â‚¬ ¦ (cited in Mullins, 2008, p.261). The characteristics of transformational leaders are important in an organisation because they are viewed as a more effective leadership style than transactional leadership for example. Bass and Riggio (2008, p.10) suggest that many subordinates are very loyal to transformational leaders and are committed to the organisation so productivity increases and improves which Bass and Riggio (2008, p.10) suggest is one way of demonstrating the efficiency of the leader. The characteristics of transactional and transformational leaders are not mutually exclusive and there may be occasions when a leader has to show transactional characteristics as well as transformational characteristics. An example is cited by Bass and Bass (2008, p.51) which states that famous leaders such as John F. Kennedy and Abraham Lincoln displayed characteristics of both transactional and transformational leaders. Transactional leadership, for example, has been found to be more effective in a well-ordered, stable environment whereas transformational leadership is suitable in organisations that are changing rapidly such as in times of financial upheaval (McKenna, 2006, p.418). Characteristics of Charismatic Leaders As discussed previously, one characteristic of transformational leaders is charisma (Bass, et al. 2003, p.216) although there are some leaders who are characterised as being so charismatic that they are referred to as charismatic leaders. Chio (2006, p.24) defines charismatic leaders as having three additional, core characteristics which are an ability to predict future trends and be visionary; being a creative thinker, and showing empathy and empowering colleagues. According to House, 1977, (cited in McKenna, 2006, p.411) charismatic leaders can motivate subordinates to perform effectively without having to invoke their position of power; they have a vision and the ability to convince subordinates to support that vision. Further characteristics include determination, energy, self-confidence and ability; in addition they are not afraid to be unconventional (McKenna, 2006, p.411). Although charismatic leaders are unusual and exceptional in the business world, Hellriegel and Slocum (2007, p.240) use as an example Richard Branson who demonstrates the characteristic of both a transformational and a charismatic leader. Branson is characterised as someone who is prepared to follow his instincts and take risks, venturing into new territories (Boje and Smith, 2010, p.308). Branson has a flair for being slightly eccentric and is not afraid of being unconventional which Choi, as discussed previously, describes as a characteristic of charismatic leadership. Branson makes a clear statement about his company, Virgin, as being different, colourful, iconoclastic and fun-loving (Crainer and Dearlove, 2008, p.43). Bransons character appears to reflect the character of his company; for example, he appeared dressed as a Virgin bride and also abseiled down a skyscraper to promote his company (Business Pundit, 2011, n/p). The CIPD (2008, p.8) report that there is some dislike for the celebrity-like focus on so-called charismatic leaders. In the US a study investigated fifty-nine CEOs of Fortune 500 companies and investigated the link between charisma and performance over a ten year period and found there was no relationship (Tosi et al. 2004, cited in CIPD, 2008 p.8). A criticism made by Alvesson and Spicer (2010, p.9) claims that by endowing leaders with characteristics such as charisma, gives them a heroic and unselfish quality which enables them to persuade followers to pursue goals almost unquestioningly. Furthermore, Alvesson and Spicer (2010, p.64) maintain that some transformational leaders can be perceived as saint-like. Chio (2006, p.37) claims that frequently the positive aspects of charismatic leadership are emphasised and dysfunctional characteristics, such as the abuse of power, are often minimised. Chio (2006, p.36) reports that there can be very strong emotional bonds between a charismatic leader and their subordinates and in certain situations individuals may sacrifice themselves for the sake of the group to maintain harmonious relationships with others (Triandis, 1995, cited in Chio, 2006, p.36). Thus charismatic leaders can use their influence malignantly; for example, there have been reports of charismatic leaders of religious sects who are able to persuade followers to commit mass suicide. The CIPD (2008, p.8) also report on the dark-side of charisma and suggest that although some leaders may superficially appear charismatic they hide undesirable characteristics such as dishonesty and greed. By the time such characteristics are discovered the organisation and employees may have suffered irreparable harm. Research undertaken by Collins (2001, cited in CIPD, 2008, p.8) investigated common characteristics in US companies quoted on the Stock Exchange whose performance was outstanding. The findings indicated that common characteristics included an unshakable belief in their company and also a deep personal humility. These CEOs were not at all charismatic and appeared to be quite unassuming. Collins also noted that failing companies had a CEO with a gargantuan ego causing the company to fail (Collins 2001, cited in CIPD, 2008, p.8). Interpersonal Characteristics of Leaders. Characteristics of Authentic Leaders As discussed in the previous sections there have been concerns regarding unscrupulous leaders; for example, although they may appear to be charismatic they may in fact have exploitative motives (Bass and Riggio, 2008, p.5). Consequently there is a desire for leaders who are genuine and authentic (Bass and Riggio, 2008, p.xii). There appears to be some parallels between authentic leaders and servant leaders although currently there is limited research in this area according to Northouse (2013, p.235). Servant leadership focuses on the empathic characteristics of a leader towards subordinates and nurturing each employees talents and potential which is beneficial for the organisation (Northouse, 2013, p.233). Servant leadership proposes that leaders want to serve others and emphasises the altruistic characteristics of leaders who are focused on the needs of their subordinates (Greenleaf, 1977, cited in Northouse, 2013, p.219). The characteristic of the servant leader are numerous and the underlying principles involve the way in which the leader treats subordinates in terms of honesty and treating them fairly. A successful relationship between the servant leader and followers is a two-way process and followers must be accepting of the principles of empowerment and the opportunity to grow. A characteristic of leaders which seems to be related to good leadership is emotional intelligence. Goleman (1998, p.317) defines emotional intelligence as the capacity for recognising our own feelings and those of others, for motivating ourselves and for managing emotions in ourselves and in our relationships. Emotional intelligence involves five key factors; self-awareness, self-regulation, motivation, empathy and social skills (Goleman, 1998, p.9). It is argued that emotional intelligence is of benefit to leaders as it contributes to an awareness of their own emotions and how to regulate them as well as recognising emotions in others and having the social skills necessary to deal with other peoples emotions (Goleman, Boyatzis and McKee, 2001, n/p). Guirdham (2002, p.545) suggests that there are certain qualities that followers look for in leaders and that a leader does not automatically gain the respect from subordinates. However, such qualities vary with different situations and the type of subordinates who are expected to follow. Gaining acceptance as a leader is also more difficult where there is prejudice concerning gender, race and ethnic group, and disability. Guirdham (2002, p.545) states that in general to be accepted by subordinates the characteristics of the leader need to include knowledge, competence, status, identification with the group, motivation, being proactive in promoting the groups goals and good communication skills. As Sir John Harvey says:- You only get a company going where you want it to by leadership by example and by honest and endless communication (cited in Mullins 2008, p.261). Communication appears to be a very important characteristic of a good leader together with interpersonal relationships which is also related to emotional intelligence as discussed previously. It has been found that directive, coherent and positive communication is an effective style for leaders (Guirdham, 2002, p.550). However, other characteristics are also necessary such as trust, the way in which leaders try to persuade or influence followers and the way in which subordinates are encouraged to participate in decision making. Conclusion It can be seen from the evidence presented that identifying the characteristics of a good manager is a complex task as there are many different traits or personality characteristics involved. Additionally characteristics cannot be identified in isolation and the situation or context must also be considered. Early research, for example trait theories, focused on the leader and did not consider the role or characteristics of the subordinates. This would appear to be relevant in contemporary society as employees are more empowered than they were in the past and are therefore less likely to blindly follow a leader. Transformational and charismatic theories of leadership identify many positive qualities in leaders; however, there is the issue identified by many researchers of deceitful leaders who can cause a company to collapse as in the case of Enron and other similar examples. The characteristics of a leader need to be genuine and authentic and the theoretical perspective of servant leadership emphasises the caring aspect of leaders towards their followers. Typically servant leaders are altruistic and are concerned about the well-being of others. There are a number of characteristics which appear to be more important than others although it is difficult to isolate only a few. However, one characteristic that does seem to be high on the list for good leaders is good communication and interpersonal skills (Guirdham, 2002, p.550). References Alvesson, M. and Spicer, A. (2010). Metaphors we Lead by: Understanding Leadership in the Real World. London: Routledge. Bass, B.M., Avolio, B.J., Jung, D.I. and Berson, Y. (2003). Predicting unit performance by assessing Transformational and Transactional leadership, Journal of Applied Psychology, 88 ,207-218. Bass, B.M. and Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications (4th Ed) New York, NY: Free Press. Bass, B.M. and Riggio, R.E. (2006). Transformational Leadership (2nd Ed), Mahwah, New Jersey: Lawrence Erlbaum Associates, Inc., New Jersey. Boje, D. and Smith, R. (2010). Re-storying and visualising the changing entrepreneurial identities of Bill Gates and Richard Branson, Culture and Organisation,16(4), 307-331 Bono, J.E. and Judge, T.E. (2004). Personality and transformational and transactional leadership: A meta-analysis. Journal of Applied Psychology 89(5) 901–910 Bryman,A., Collinson, D., Grint, K., Jackson, B. and Uhl-Bien, M. (2011). The Sage Handbook of Leadership. London: Sage. Business Pundit (2011). Retrieved on 10/10/2014 from: http://www.businesspundit.com/10-greatest-virgin-pr-stunts-of-all-time/ Chartered Institute of Personnel and Development (CIPD, 2008). Engaging Leadership: Creating Organisations that Maximize the Potential of their People. London, CIPD. Choi, J. (2006) A Motivational Theory of Charismatic Leadership: EnvisioningEmpathy, and Empowerment, Journal of Leadership Organizational Studies, 13, 24-43. Covey, S.R. (2004). The Seven Habits of Highly Effective People: Powerful Lessons in Personal Change. New York: Simon and Schuster Inc. Crainer, S. and Dearlove, D. (2008). The heart of leadership, Business Strategy Review, The London Business School, (Autumn), 41-45. Daly, M., Byers, E. and Taylor, W. (2004). Early Years Management in Practice: A Handbook for Early Years Managers. Oxford Heinmann Education. Furnham, A. (2005). The Psychology of Behaviour at Work. East Sussex UK: Psychology Press. Goleman, D., Boyatzis, R. and McKee, A. (2001). Primal Leadership: The Hidden Driver of Great Performance. Harvard Business Review, 44-51 retrieved on 9/10/2014 from: http://hbr.org/2001/12/primal-leadership-the-hidden-driver-of-great-performance/ar/1 Goleman, D. (1998). Working with Emotional Intelligence. London: Bloomsbury Publishing. Guirdham, M. (2002) Interactive Behaviour at Work (3rd Edition) Essex UK: Financial Times/Prentice Hall. Hellriegel, D. and Slocum, J.W. (2007) Organisational Behaviour (11th edition) Thomson South-Western. House, R.J. and Aditya, R.N. (1997). The Social Scientific Study of Leadership: Quo Vadis? Journal of Management, 23(3), 409-473. Judge, T.A. and Piccolo, R.F. (2004) Transformational and transactional leadership: A meta-analytic test of their relative validity Journal of Applied Psychology 89(5) 755-768 Kolb, D.A. (1984). Experiential Learning: Experience as the Source of Learning and Development. Englewood Cliffs, NJ: Prentice Hall. McKenna, E. (2006) Business Psychology and Organisational Behaviour, 4th edition New York: Psychology Press. Mullins, L.J. (2008). Essentials of Organisational Behaviour. (2nd edition). Essex, UK: Prentice Hall. Northouse, G. (2013). Leadership: Theory and Practice. London: Sage. Rodd, J. (2006). Leadership in Early Childhood, 3rd Edition. Maidenhead, Berkshire: Open University Press. Sarayrah, Y.K. (2004). Servant leadership in the Bedouin-Arab culture. Global Virtual Ethics Review, 5(3), 58-79. Smith, J.A. and Foti, R.J. (1998). A pattern approach to the study of leader emergence. The Leadership Quarterly, 9(2), 147-160 Taylor, F.W. (1911). Principles of Scientific Management. New York: Harper Brothers Publishers. Yukl, G. (2013). Leadership in Organizations (8th edition). London: Pearson Education Zaccaro, S.J. (2007). Trait-based perspectives of leadership. American Psychologist, 62, 6-16.

Wednesday, November 13, 2019

Behavior and Leadership :: Relationship Oriented Leader

Welcome to this presentation on behavior and leadership. During this presentation there will be many details discussed about various types of personalities of leaders. Some styles may be familiar and some may not. There are many styles of leaders and this presentation focuses of comparing and contrasting four different styles. The final recommendation for an organization choosing a leadership style is to allow the employees to have an input on what they prefer—this may increase retention rates. There are four major types of behaviors and personalities of leadership that will be covered during this presentation. Those four types are relationship-oriented versus task-oriented and emotional intelligence versus cognitive intelligence. The relationship-oriented leader (ROL) likes to know team members very well including their most emotional traits. The ROL is very serving to team members and is the most likely type of leader to help the team with tasks when they are overwhelmed. These types of leaders strongly believe that every worker has the drive to accomplish goals and some may have been damaged by previous leaders to where they just need some the correct care showed to them. ROL’s have an open-door policy and like to communicate their values. They feel that all team members must be on the same page to operate successfully. ROL’s excel at aligning new team members into existing teams. This type of leader is service-oriented meaning that he or she puts the needs of the team before his or her own and expects team members to want to be confided in. The ROL’s moral personality makes team members trust them easily (Dubrin, 2010). The task-related leaders care deviates away from the person and towards the task the majority of the time. A task-related leader has the tendency to look down on people that have less strength than others. These types of leaders can quickly assess team members’ weaknesses, likely too quickly for a team member to feel he or she got a chance to express his or herself—fully intending to show good personality. Employees with many weaknesses in relation to the tasks will be supervised much more than stronger employees—both types of team members will be given frequent feedback about how well they are performing tasks. These types of leaders enjoy being innovative with designing electronics and devices that may assist team members in performing their tasks with ease and efficiency.

Monday, November 11, 2019

Democratization of Uruguay

Giancarlo Orichio Dr. A. Arraras CPO 3055 20 November 2008 Democratic Transition and Consolidation: Uruguay A study of democratization presumes that the meaning of democratization is self-evident: defined simply as a transition of a political system from non-democracy towards accountable and representative government practices. (Grugel 3) A concept that is valid in Uruguayan politics however, has an element of potential risk that will be the topic of further analysis. Assessment of the latter will enable us to determine why Uruguay is the only one of the four former â€Å"bureaucratic-authoritarian† regimes in South America that includes Chile, Brazil, and Argentina to attain this debatably political status quo. Guillermo O’Donnell described this type of regime as an institution that uses coercive measures to respond to what they view as threats to capitalism, whereas, the only means of opposing this repressive government is by an â€Å"unconditional commitment to democracy. (O’Donnell xiii) The hierarchically lead bureaucratic-authoritarian regime as a political actor poses a possible advantage to democratization insofar that the military-as-institution may consider that their interests are best served by extrication from the military-as-government. However, seizing power to a new governing body without imposing strong constraints is improbable and has occurred predictably in Uruguayan democratic transition. Understanding th e obstacle faced by the newly fragile democratic government in managing the military and eliminating its reserved domains brings us to the task at hand. First, I will analyze the political history in Uruguay that lead up to the no doubt controversial argument that it has attained democratic consolidation. Secondly, I will analyze the factors that either contributed or hindered its journey to representative democracy; ultimately, arriving to the conclusion that Juan J. Linz and Alfred Stepan describe as a â€Å"risk-prone† consolidated democracy. On 25 August 1825, Juan Antonio Lavalleja, at the head of a group of patriots called the â€Å"treinta y tres orientales,† issued a declaration of independence. After a three-year fight, a peace treaty signed on 28 August 1828 guaranteed Uruguay's independence. During this period of political turmoil and civil war, the two political parties around which Uruguayan history has traditionally revolved, the Colorados and the Blancos, were founded. â€Å"Even by West Europen standards, [Uruguay] had a tradition of high party identification and a clear sense of a left-right index. † (Linz 152) Uruguay's first president, Gen. Jose Fructuoso Rivera, an ally of Artigas, founded the Colorados. The second president, Brig. Gen. Manuel Oribe, a friend of Lavalleja, founded the Blancos. The 19th century was largely a struggle between the two factions. However, it was not until the election of Jose Batlle y Ordonez as president in 1903 that Uruguay matured as a nation. The Batlle administrations (1903–7, 1911–15) marked the period of greatest economic performance. A distinguished statesman, Batlle initiated the social welfare system codified in the Uruguayan constitution. From then on, Uruguay's social programs, funded primarily by earnings of beef and wool in foreign markets, gave Uruguay the revered soubriquet â€Å"Switzerland of South America. † After World War II, the Colorados ruled, except for an eight-year period from 1958–66. It was during the administration of President Jorge Pacheco Areco (1967–72) that Uruguay entered a political and social crisis. As wool declined in world markets, export earnings no longer kept pace with the need for greater social expenditures. Political instability resulted, most dramatically in the emergence of Uruguay's National Liberation Movement, popularly known as the Tupamaros. This well-organized urban guerrilla movement adopted Marxist and nationalist ideals while on the other hand, most nationally important actors were disloyal or at best semi-loyal to the already established democratic regime. Their revolutionary activities, coupled with the worsening economic situation, exacerbated Uruguay's political uncertainty. Gradually, the military-as institution assumed a greater role in government and by 1973 was in complete control of the political system. By the end of 1973, the Tupamaros had been successfully controlled and suppressed by the military-as-institution. In terms of systematic repression, as Juan J. Linz and Alfred Stepan stated, â€Å"Uruguay was the most deeply repressive of the four South American bureaucratic-authoritarian regimes. (Linz 152) Amnesty international denounced Uruguay for human rights violations; in 1979, they estimated the number of political prisoners jailed at a ratio of 1 per 600, Chile and Argentina were respectively 1 in 2,000 and 1 in 1,200. (Linz 152) By 1977 the military announced that they would devise a new constitution with the intentions to â€Å"strengthen democracy. † The new constitution would be submitted to a plebiscite in 1980, and if ratified elections with a single presidential candidate nominated by both the Colorados and the Blancos and approved by the military would be held the following year. The post-authoritarian transition to democracy began in Uruguay when the democratic opposition won the plebiscite. By the 1980’s the military did not have an offensive plan to lift Uruguay from its uninterrupted bad economic performance, the Tupamaros had in fact been defeated by 1973, so a defense project against urban guerrilla was unnecessary. The military had no civil or political support, and with there loss in the plebiscite, whose results they said they would respect, tarnished the military’s political leverage significantly. Thus, the democratic opposition in the form of the two major catch all political parties that have governed de jure since the 19 century presented a non threatening alternative despite their disloyal behavior before the authoritarian coup d’etat . As previously touched on, the opportunities presented by a hierarchical military favoring democratic transition is the possibility that the leading officers of the military-as-institution will come to the conclusion that the cost of non democratic rule is greater than the cost of extrication. With the main interest resting in a stable state that will in turn allow the military to become a functioning sector of the state apparatus. However, this does not preclude the possibility of non democratic prerogatives in the transfer. The party-military negotiation called the Naval Club Pact disqualified Wilson Ferreira of the Blanco party to be nominated as president, pushed for guarantees concerning their own autonomy, and the most damaging to democracy was the curtailment of human right trails for military officials. Elections were held in 1985 were Julio Maria Sanguinetti from the Colorado party became the first democratically elected candidate in the 1977 constitution. Because of strong public discontent with Military Amnesty granted during the transition, the curtailment was sent to a referendum in 1989, were it approved the amnesty and gained democratic legitimacy by 57%. It has to be stated that the majority of Uruguayan opposed the amnesty, however the fragile democratic government confronted a troubling decision. They could have breached the Naval Club Pact and tried military officer for heir human right offenses and risked military refusal and therefore a crisis in their own authority. Or they could have hastily granted them amnesty at the cost of lowered prestige in the new democracy. It is safe to assume that the electorate voted to let the amnesty law stand not because it was just but more so to avoid a crisis. By 1992 the left-wing Frente Amplio was integrated into Uruguayan politics without any other major party leaders deeming them unacceptable arriving to the quarrelsome argument that Uruguay became a consolidated democracy. Uruguay's economic development can be divided into two starkly contrasting periods. During the first period, when it earned its valued sobriquet â€Å"Switzerland of South America,† from the late 1800s until the 1950s, Uruguay achieved remarkable growth and a high standard of living. Expanding livestock exports; principally beef and wool accounted for its economic development. The advanced social welfare programs, which redistributed wealth from the livestock sector to the rest of the economy, raised the standard of living for the majority of the population and contributed to the development of new industries. When export earnings faltered in the 1950s, however, the fabric of Uruguay's economy had begun to unravel. The country entered a decades-long period of economic stagnation. It was during the administration of President Jorge Pacheco Areco (1967–72) that Uruguay entered a political and social crisis. As wool and beef demands declined in world markets, export earnings no longer kept pace with the need for greater social expenditures causing bad economic performance that lead to the bureaucratic-authoritarian take over of government. Although the old democratic regime was not able to lift economic prosperity neither was the military-as-government. Bad economic performance still plagued the nation throughout authoritarian rule. By 1980 the military had no agenda in combating the bad economic performance that helped unveil the inadequacies of the non democratic regime. In fact, economic performance has been in a decline since 1950’s until today. Although the legitimacy that the democratic system posses in Uruguay is strong, the capacity, or as Stepan and Linz say, the â€Å"efficacy† of the democratic system in resolving the stagnant economy is low. Thus, making Uruguay’s democracy risk-prone due to an unsolved economic performance. Since the economy has been the number one issue affecting Uruguayans since the end of their golden era in the early 19 century. A public opinion poll was asked to upper class respondents weather a political alternative from the authoritarian regime at the time would speed rather than slow economic recuperation. By a margin of 2 to 1 they believed it would, more surprisingly was a 7 to 1 response to the question if a new democratic regime would bring more tranquility and public order. In 1985, of the nine institutions evaluated in terms of trust, political parties ranked highest with a net score of 57 and the armed forces with a net score of negative 73. Only 5% viewed the military sympathetically while 78% viewed the military with antipathy. (Linz 153) In my studies concerning democratization never did democracy start with such rejection of the political role of the military from all class coalitions alike. During the first half on the 19th century the norm was a two party system similar to that of the United States in that there was â€Å"low fragmentation and low polarization. † (Linz 163) However, contrary to the American vetting process the Uruguayan had a peculiar electoral system known as the double simultaneous vote that allows all parties to run multiple candidate for the presidency. This did not present a problem until after the 1960’s when presidents routinely were elected with less than 25% of the vote because of the amount of candidates running. This creates party fragmentation that can hinder democracy. The fact that the old regime political structure remains untouched means that the opportunity for constitutional change was missed and this presents a potential democratic upheaval. Behaviorally, by 1968-73 political elites were at best semi-loyal to the democratic system that soon caused the authoritarian regime to take over government, and one thing that can be done from previous failures in democratic attempts is to learn from their missteps. Stepan and Linz clearly state that for the consolidation of democracy loyalty to the system as well as the perception that all other parties are loyal to the democratic process plays a crucial role. (Linz 156) By 1985 not one of the twelve major factions of the three leading parties perceived the other parties to be acting disloyal. As well as the mere fact that the once unacceptable left-wing party, Frente Amplio, held the mayoral position of Montevideo by 1989 and then the presidency by 2004 demonstrates the positive elite choices that contributed to democracy. Since Uruguay’s troublesome and long fought battle for independence in August 25, 1828 Uruguay did not encounter any â€Å"intermestic† stateness problems. As far as Washington relations to Latin America and in particular Uruguay, the United States continues to pursue hegemony over the region. The neo-liberal reforms in place in the region are bound by the restraints of the global market and for a country like Uruguay it is very difficult to compete with such superpowers. These reforms have often left the lower classes impoverish and desperate while the upper classes and Washington feed their gluttonous appetites. The civilian government in Uruguay has found it increasingly difficult to enforce these foreign economic influences that can potentially result in authoritarian means of accomplishment. As a member of MERCOSUR, Mercado Comun del Sur, Uruguay faced foreign political influences to liberalize its economy during the 1990s, as economic giants, and MERCOSUR partners Brazil and Argentina had done. This can be potentially devastating to democracy except that Uruguay in the 1980’s had a gross national product (GNP) per capita income of 2,820, higher than any of its MERCOSUR counterparts. However, we must remember that Uruguay has been experiencing a downward economic performance since the mid 1900’s and is a potential risk that needs to be addressed to preserve democracy. United States foreign policy in Uruguay and in the rest of Latin America has encouraged for the liberalization of markets. The side effect of neo-liberal reform is the zero-sum element that produces excessive amounts of losers. Essentially the contrary to what it is intended to produce. These superpower polices implemented creates few winners most of which are â€Å"elites with government connection [that] have been the primary beneficiaries of the sweeping economic transformation. † (Kingstone 196) This transcends business when the only means of preserving this market economy is through potential authoritarian means. The contentious claim that Uruguay is a consolidated democracy since 1992 is threefold, first, because of the reluctance to fix the already proven failed double simultaneous vote electoral system. Secondly, because of civil-military relations concerning human rights violation during authoritarian rule, although was legitimized by democratic referendum, but more importantly budgetary cuts that have been implemented as a result of bad economic performance. Finally, and most importantly, Uruguayans accept democracy as the most legitimate political game, but also recognize its incapacity to fix the troubling economy, producing this efficacy-legitimacy gap that can be potentially destructive for democracy. These three factors give Uruguay the title of a risk-prone democracy. Works Cited Kingstone, Peter R. , ed. Readings in Latin American Politics. New York: Houghton Mifflin Company, 2006. Linz, Juan, and Alfred Stepan. Problems of Democratic Transition and Consolidation. Baltimore: Johns Hopkins University Press, 1996. O’Donnell, Guillermo. Modernization and Bureaucratic-Authoritarianism: Studies in South American Politics. Berkley: Institute of International Studies, University of California, 1973.

Saturday, November 9, 2019

5 Common Private School Interview Questions

5 Common Private School Interview Questions If your child is applying to private school for middle school or high school (usually fifth grade and beyond), he or she can expect to have an interview  with a member of the admissions team. This interaction is typically a required part of the application process and allows the admissions committee to add a personal dimension to the students application. This is an important aspect of applying to private school and is a great way for a student to enhance his or her application.   While each student will have a different experience during the interview, and each school varies in what it asks applicants, there are some common questions that many students applying to private school can expect to encounter. Your child can practice answering these questions to be fully prepared for the interview: What in Recent Current Events Has Interested You? Older students, in particular, are expected to follow current events and know what’s going on. To answer this question in a thoughtful way, students should make a habit of regularly reading their local newspaper or following local news outlets online, as well as familiarizing themselves with international and national news. Outlets such as The New York Times  or The Economist are often popular options and are available both online and in print. Students should think through their views and speak knowledgeably about events happening in the U.S. and abroad. Many private school history classes require students to read the news regularly, so it’s beneficial for students to start following current events even before entering private school. Following major news outlets on social media is another way to stay on top of breaking news and issues facing our world.   What Do You Read Outside of School? Even if students prefer to spend time on the computer rather than curled up with a paperback, they should have read three or so age-appropriate books that they can speak about thoughtfully in the interview. They can read books on their digital devices or print copies, but they need to engage in regular reading. Not only is it useful for the admission process, but it is good practice to help improve both reading comprehension and  vocabulary. While it’s acceptable to speak about books students have read in school, they should also have read some books outside of class.  Students should develop an idea of why these books interest them. For example, are they about a compelling topic? Do they have an interesting protagonist? Do they explain more about a fascinating event in history? Are they written in an engaging and suspenseful way? Applicants can think about how they might answer these questions in advance. Other reading material might include books related to a childs hobbies or recent travel that the family has done. These books can help the admission officer better connect with the applicant and provides the student a chance to speak about specific passions. Both fiction and non-fiction options are acceptable, and students should engage in reading material that interests them.   Tell Me a Bit About Your Family This is a common interview question  and one that is potentially filled with minefields. Applicants can talk about who’s in their immediate and extended family, but they should steer clear of difficult or potentially embarrassing subjects. It’s fine to state that the child’s parents are divorced, as this fact will be obvious to the admissions committee, but the applicant shouldn’t speak about topics that are too personal or revelatory. Admission officers expect to hear about family vacations, what holidays are like, or even about family traditions or cultural celebrations, all of which paint a picture of what the home life is like. The goal of the interview is to get to know the applicant, and learning about family is a great way to do this. Why Are You Interested in Our School? Admissions committees like this question so that they can assess how motivated the student is to attend their school. The applicant should know something about the school and which academic classes  or  sports  he or she might participate in at the school. It’s compelling if the student has visited classes at the school or spoken to coaches or teachers to speak in a first-hand, vivid way about why he or she wants to attend the school. Canned, clichà ©d answers such as, â€Å"Your school has a great reputation† or cynical answers like, â€Å"My dad said I would get into a really good college if I went here† don’t hold much water with admissions committees. Tell Us More About What You Do Outside of School This one is a no-brainer. Students should be prepared to speak eloquently about their area of interest, whether it’s music, drama, sports, or another area. They might also explain how they will continue this interest while at the school, as admissions committees are always looking for well-rounded applicants. This is also a chance for an applicant to share a new interest. Private schools tend to encourage students to try new things, and sharing with the admission officer a desire to try a new sport or get involved with art is a great way to show a desire to grow and expand.

Wednesday, November 6, 2019

How to Build Meaningful Experiences With Content [PODCAST]

How to Build Meaningful Experiences With Content [PODCAST] People learn from and remember their experiences. When they’re good experiences, they’ll want to come back for more. If you want your audience to keep coming back to you, you’ll need to create valuable experiences for them. Today we’re talking to Carla Johnson, the brains behind Type A Communications and the author of Experiences: The 7th Era of Marketing. She will talk to us about how to create value with our content, how to manage change within your organization, and how to break the status quo. Information about Type A Communications and what Carla does there. She also talks about what it was like to co-write Experiences and some of the takeaways of the book. Carla’s best advice for marketers who want to create value for their audience. The differences between relationship-building and experience-creating, as well as why now is the right time to start focusing on creating experiences. Examples of brands that have gotten the experience-building down to a science, including Nike and Vail Resorts. Tips for making this new era of marketing something your company implements and succeeds with. Carla’s basic steps behind content creation management and her best advice for marketers who want to break through the status quo. Links: Type A Communications Experiences: The 7th Era of MarketingIf you liked today’s show, please subscribe on iTunes to The Actionable Content Marketing Podcast! The podcast is also available on SoundCloud, Stitcher, and Google Play. Quotes by Carla: â€Å"With the sophistication of consumers and the social world in which we live, just having a relationship isn’t enough.† â€Å"People need to feel a little uncomfortable and understand that what has historically been safe is now perhaps the risky option.† â€Å"We have to start being able to look at brands and ideas and experiences that have nothing to do with our industry or with marketing. Dig deep and understand what has inspired you as a person.†

Monday, November 4, 2019

Shareholder Wealth Maximisation Essay Example | Topics and Well Written Essays - 2500 words

Shareholder Wealth Maximisation - Essay Example While on the other hand CSR refers to the obligation that a business has towards the society for using it as resource. In this era of global business, maximisation of shareholder's wealth has frequently exposed violations to the responsibility that a business has towards the society. (Roe M.J., 2001) The dawn of Globalization was characterised by reformative measures in economies, mobilization of funds and growth at unusual pace. After the initial precipitation it appeared that much had to be evaluated in terms of gains and losses as a whole. Accordingly, the concept of Shareholder's Wealth Maximisation has been critically evaluated by many and subsequently other theories have been developed. However, moving on to the other approaches a better understanding of the market conditionals is needed. In business economies the markets are divided according to the structural variations. There are perfectly competitive markets which is the majority and there others such as the Monopoly, Monopolistic competitive markets and the Oligopoly markets. The shareholder maximising theory has created much stir in the perfectly competitive markets such as the U.S. The points are discussed in the later part of the study. However in a monopoly market the maximisation theory can be alarming. The shareholders in a monopoly market will try to maximise the profit by producing less and hiking price. The additional premium will be increasing the shareholder's wealth if primacy norms are higher. If, however, the primacy norms are weaker the above condition will enhance the Nation's wealth. As the world is now a global village the differences in the different market no longer exists. Therefore everybody is more worried on the system and approaches to functioning rather than on the place. The instances of the bankruptcies, fraudulent practices, concentration of wealth has given rise to other schools of thought in the objective of a business. Alternative Approaches An overlook at different economies will point out broad groups in the style of functioning. There are traditional and radical players, there are modern and flexible counterparts and there are nations who have mixed approaches to structural formation. For example countries like U.S. or U.K. are known for their shareholder wealth maximisation culture, on the other hand countries like Japan and Germany are known for their Stakeholder Maximisation concept. The shareholder maximisation theory rules that the managers of a firm will conduct fiduciary duties towards the maximising the investors in the firm. The Stakeholder Concept states that the managers' goal should not only be to maximize the shareholders' wealth but also take into consideration the stakeholders. The stakeholders of a firm are the employees, suppliers, customers and the local communities. (Allen F. & Zhao M., 2007) The Stakeholder concept, popularized by R. Edward Freeman, gave the world an important aspect to think. The theory was powerful enough to change the structural framework of economics and law. The importance of capital always existed in the world of business but it undermined the contribution of other factors

Saturday, November 2, 2019

Principles of accounting Research Paper Example | Topics and Well Written Essays - 500 words

Principles of accounting - Research Paper Example This essay focuses on the principles of accounting in business. Accounting refers to a well-organized recording, coverage, and examination of monetary transactions of a venture.The area of concern in this paper is the use of Activity-Based Costing In brief, ABC refers to a costing system used in assigning costs to various goods and services in the business world (Grossman & Livingstone, 2009). In this paper, Super Bakery Inc. acts as a practical demonstration of how the system can determine the costs in a real life situation. Historically, ABC came into use in the 1980s due to lack of reliability of the traditionally used methods of cost accounting (Mansor, Tayles, & Pike, 2012). The need to use ABC was due to dynamics experienced in business due to technological advancement and development. What strategies did the management of Super Bakery, Inc. use? Super Bakery, Inc is a company making and selling doughnuts. In order to maximize the company’s profits, the management came u p with a strategic plan of managing its resources (Drury, 2008). The core functions of the venture are performed inside the company’s premises, while the other activities, such as selling, take place through external sources. To run the outsourced partners smoothly, the company has established a well-drawn workflow to each affiliated company. Outsourcing is a strategy used to reduce the number of employees for the purpose of spending less money on human labor. Super Bakers strategy is successful, since the sales are higher than they were before the implementation of the strategy.