Friday, May 22, 2020

Heroism in Denis Tedlocks´ Popl Vuh - 1107 Words

In Denis Tedlocks, Popol Vuh, the specific features of heroism expressed in the story are Knowledge, and intellect, which prove to be significantly more important then gaining glory through physical courage and strength. The two main characters, Xbalanque and Hunaphu are the children of One and Seven Hunaphu who end up dying through their defeat by the lords of Xibalba named One and Seven Death. Xbalanque and Hunaphu then use deceitful actions in order to attain their ideal goal of defeating One and Seven Death. Xbalanque and Hunaphu are the protagonists who use their intellect in the internal battle which enable them to achieve what they are striving for. This format of the hero’s journey portrayed by Christopher Vogler’s The Writer’s†¦show more content†¦Even though each of these battles led him closer to his death, he still continued without any hesitation, not realizing that he needs to think about the people of Herot, the ones who rely on him for sa fety. Without Beowulf’s protection, Herot will be in great danger, which again, shows that he just used his physical strength in order to gain glory without thinking of the outcome. Unlike King Arthur and Beowulf, who don’t use any moral thought into their actions, the two brothers, Xbalanque and Hunaphu use their intelligence and trickery to defeat the lords of Xibalba. They intertwined the trickster archetype, which, is a character that is defenseless in physical strength but uses quick thinking to outwit his opponent (Vogler 78) and the hero archetype. The combination goes against the meaning conveyed by the monomyth because it focus is not emphasized on the hero and how he glorifies through power and combat. The focus is now on triumphing through trickery and genius, which lead Xbalanque and Hunaphu to success in every way. They figure out the appropriate way in handling their enemies, One and Seven Death by convincing them in order to get what they wanted. The two brothers had confidence in their ability to entertain the Lords of Xibalba by gaining their trust through disguising themselves as vagabonds, while performing several

Saturday, May 9, 2020

Role Of Managerial And Managerial Accounting - 1029 Words

The role of managerial accounting has played a significant role in the success of businesses dating as far back as the 19th century. Service and production operations during the days of the industrial revolution were not nearly as sophisticated then as they are today. The current initial purpose of managerial accounting is comparable to its purpose throughout history. Managerial accounting has historically been useful in assisting managers with the information they need to make important decisions about their business’ processes and operations (Fleischman 2006). Managerial accounting is still true to its sole purpose, however; myriad changes in growth of the economy, technological advances, legal changes and the overall growth of the†¦show more content†¦In contrast, other areas in accounting particularly financial and tax accounting focus on external reporting. Financial accounting is used to provide stakeholders with a representation of the organization’ s financial health. Tax accounting focuses on organizations’ financial legal compliance. Financial and tax accounting present information about a period of time in the past. A business’ stakeholders are concerned with public accounting information and are not necessarily concerned with the daily business functions (Francis 2014). The most significant difference is that managerial accounting is internally focused while other disciplines focus on the external financial reporting. According to recent publications issued by the Institute of Managerial accounting, the role of managerial accounting has shifted simultaneously with the shift of business leaders toward strategic management. â€Å"Management accountants (1) provide the conceptual framework for converting data into information and (2) fulfill the role of enabler and strategic business partner (IMA 2008).† Technological advances have made it possible to record and share more information. These advancements have given managerial accountants more information to work with than in the past which has helped to restructure the role of management accountants. Managers have turned to managerial accountants for more than aShow MoreRelatedThe Key Role Of Managerial Accounting920 Words   |  4 Pagesfocus of Managerial Accounting is to identify, interpret, measure and communicate both information and data relevant to help the organization pursue and achieve its goals. It is also referred to as Co st Accounting and is used to help managers within a company make decisions. It is different than Financial Accounting which is used predominately by outside sources such as; creditors, stockholders, financial institutions, government agencies and perspective employees. The key role of managerial accountingRead MoreEssay on Role of Managerial Accounting10330 Words   |  42 PagesChapter 01 The Changing Role of Managerial Accounting in a Dynamic Business Environment    True / False Questions    1.  Controlling involves the coordination of daily business functions within an organization.   True  Ã‚  Ã‚  Ã‚  False    2.  Measuring the performance of managers and subunits is not an objective of managerial accounting.   True  Ã‚  Ã‚  Ã‚  False    3.  Middle-level managers would likely be considered internal users of accounting information rather than external users.   True  Ã‚  Ã‚  Ã‚  False Read MoreEssay about Role of Managerial Accounting1112 Words   |  5 Pagesaccountant. This essay will seek to prove that through principles of financial accounting, cost accounting and cost management, accountants can control the cost of business rather than change demands of customers. In research, there are three main form of management accounting to control the cost in an organization effectively and efficiently. They are financial accounting, cost accounting and cost management. Financial accounting is used authoritatively to prepare to account information for parties whoRead MoreThe Changing Role of Managerial Accounting in a Dynamic Business Environment1723 Words   |  7 PagesCHAPTER 1 THE CHANGING ROLE OF MANAGERIAL ACCOUNTING IN A DYNAMIC BUSINESS ENVIRONMENT Learning Objectives 1. Define managerial accounting and describe its role in the management process. 2. Explain four fundamental management processes that help organizations attain their goals. 3. List and describe five objectives of managerial accounting activity. 4. Explain the major differences between managerial and financial accounting. 5. Explain where managerial accountants are locatedRead MoreChapter01.the Changing Role of Managerial Accounting in a Dynamic Business Environment4441 Words   |  18 Pagesabout managerial accountants is false? A. Managerial accountants more and more are considered business partners. B. Managerial accountants often are part of cross-functional teams. C. An increasing number of organizations are segregating managerial accountants in separate managerial-accounting departments. D. In a number of companies, managerial accountants make significant business decisions and resolve operating problems. E. The role of managerialRead MoreManagerial Accounting1152 Words   |  5 PagesManagerial Accounting 12/3/15 Managerial Accounting Accounting is a crucial part in running a business. There are various forms of accounting that can be used, it is very important to know which technique is best to use for what companies. Once you figure out a particular technique to use, it is important to keep an open mind if there are any changes that need to take place in the business. By keeping an open mind helps the business adjust and be able to make the right decisions. Every businessRead MoreManagerial Accounting And The Certified Management1408 Words   |  6 PagesManagerial accounting is used by an organization to ensure informed decisions are made regarding current and future operations. Businessmen and women must have the ability to comprehend financial information provided to properly determine the correct course of action. In the global market of today, an organization’s inability to accurately determine the best course of action can lead to financial ruin for the company. Uninformed decisions by leadersh ip can derail a business’ prospects for successRead MoreFunctional Areas of Business1020 Words   |  5 Pagesareas of business are management, law, human resources management, leadership, accounting, finance, economics, research and statistics, operations management, marketing, and strategic planning. Although, all of the functional areas are essential to the success of a organization, two areas stand out as key to getting the business started and keeping it profitable, and they are human resources management and the accounting area (University of Phoenix, 2013). The Human Resources Management (HRM) areaRead MoreEthical Issues Of The Managerial Accounting Profession1186 Words   |  5 Pagesissues in the managerial accounting profession discipline. But first the essay will display the nature of the managerial accounting and its working environment, then shed the light over the business ethics attributes and then, the essay will integrate the two parts to show the effects of business ethics in for managerial accountant, to show some guidelines for managerial accountant to follow in terms of business ethics and some bad ethics they must to ignore. Managerial Accounting nature The managementRead MoreManagerial Accounting Hilton Quiz1 Answers1526 Words   |  7 PagesLO 1. | | 2 INCORRECT | | Which of the following statements is true? | | | A) | Managerial Accountants are number crunchers who provide critical information to decision makers but do not themselves contribute to the decision making process. | | | B) | The role of the managerial accountant has not changed in the last twenty years. | | | C) | Managerial accountants play an integral leadership role on an organizations management team. | | | D) | The activities performed by the management

Wednesday, May 6, 2020

Shareholder Activism Essay Free Essays

string(141) " is also noted that beneficial owners of shares can count towards the threshold in order to meet the 5% trigger \(Belloc and Pagano, 2009\)\." Can shareholder activism actually deliver the desired change? Introduction The increasing awareness of shareholders and their level of importance to the modern organisation have raised multiple questions as to the potential role which shareholders can play in influencing the decision making of the management team and their willingness to engage with a broad range of stakeholders. Where shareholders have an impact to any degree, this is referred to as shareholder activism and is largely described as being the role that shareholders play in dominating the decisions made by management teams (Bainbridge, 1995). Whilst it is readily accepted that shareholders own the company, whereas directors manage the company, there has historically been a misapprehension that shareholders are simply interested in the financial profits that the company produces. We will write a custom essay sample on Shareholder Activism Essay or any similar topic only for you Order Now It is argued in this paper that this is not the case and shareholders are becoming much more involved in ensuring a balanced approach and that organisations have a wider awareness of issues such as corporate social responsibility (Schacht, 1995). The purpose of this paper is to consider whether or not this type of shareholder activism can actually be seen to be delivering a positive change, specifically in the area of corporate social responsibility. In order to look at this issue and the development of CSR, shareholder activism in its entirety needs to be looked at, before then considering the legal regime which encourages such activism and any specific cases that are relevant, before drawing conclusions on the key question. Shareholder activism – the Theoretical Perspective The management of an organisation has, for a long time, accepted that the performance of a business is down to them and that, if the shareholders are unhappy about the performance or the returns of the business they may potentially walk away from the organisation or the position of the manager may be in jeopardy. Where shareholders take this type of action on board, it can be suggested that shareholder activism is in operation. Broadly speaking, there are several key reasons why which investors may pursue the shareholder activist approach. Firstly, shareholder activism occurs in order to procure a better return on shareholder investment; secondly, to ensure that the company pursues a different corporate strategy that will ultimately improve performance and profitability, a key example of this being the suggestion that the company should demerge; thirdly, to make changes in the management team; fourthly in order to pursue some form of special interest, such as a social and ethical agenda (it is this agenda which will be looked at in more detail in the paper below). Finally, shareholder activism is undertaken to influence the outcome of some form of corporate agenda that has already been pursued (Tarrow, 1994). Shareholders have always had the option of essentially voting with their feet, when they disapprove of the decisions of the management team. For example, they can simply sell their shares, where traditionally the criticisms of management decisions would take place in private, with shareholders simply moving away when they were displeased. Although the concept of shareholder activism is not necessarily new, in recent years, it has certainly increased in its operation and become much more prevalent. Examples of recent shareholder activism include action by an institutional investor, Knight Vinke Asset Management which lobbied for changes in the HSBC strategy, or in Tesco where shareholders became involved in demanding changes in working conditions relating to clothes’ suppliers in Asia. Interestingly, shareholder activism does not depend on the size of the market, with shareholder activism being a tool that can be used in any type of organisation. Those holding shares are also potentially able to act in this way and therefore this lends a considerably more diverse meaning to the notion of shareholder activism, which can be derived from a much broader range of sources (Roe, 2003). With this potential diversity in mind, the next step is to look at the tools that are available for the activist shareholder and to identify the statutory basis upon which such action can take place. Legal Basis One of the key statutory powers which are available in order to support shareholder activism is that of the Companies Act 2006 (the Act). This Act lays down the legal framework which enables a shareholder to exercise any of their legal rights when they are pursuing an activist agenda. The precise options available to the shareholder will depend on the type of company in which they hold shares; for example, there are different rights attached to public companies. For the purpose of this analysis, all potential legal rights will be looked at and it should be borne in mind that these may not always be available, particularly to shareholders of private companies (Warneryd, 2005). In accordance with sections 303 to 305 of the Act, shareholders are able to call a general meeting. This is a strong element of the shareholder activism as it provides members with a platform in which they can make their requirements known. In the aftermath of the Shareholder Rights Directive 2009, members and groups of shareholders representing a minimum of 5% of the public companies voting rights are able to demand that the directors call a general meeting of the company. Similarly, where the directors choose to convene a general meeting there are rules associated with giving notice to the individual shareholders. This allows shareholders the opportunity to bring a platform upon which to discuss their own issues. Secondly, in accordance with sections 314 – 317, members with a shareholding of at least 5% or shareholders or that have at least 100 shares with an average of at least ?100 per member are entitled to demand that the company circulates a statement to shareholders of up to 1,000 words regarding a proposed resolution or any other business that is going to take place at the meeting. This again provides the shareholders with the information that they need in order to be potentially active. It is also noted that beneficial owners of shares can count towards the threshold in order to meet the 5% trigger (Belloc and Pagano, 2009). You read "Shareholder Activism Essay" in category "Essay examples" As well as the ability to gain access to the meeting and information in relation to the meeting, shareholders are also entitled to be active within the meeting itself. In accordance with section 338, shareholders holding a total of 5% shares can propose a resolution, a strategy that was used by the investor â€Å"efficient capital structures† but they required a resolution as part of the 2007 AGM of Vodafone plc to pursue a specific strategy. Furthermore, section 168 provides shareholders with the ability to propose the removal of the directors. Arguably, this is one of the greater sanctions available to shareholders, from the perspective of the individual directors. Where this process is being initiated, special notice of 28 days must be given of the intention to propose this resolution and to reasonably work in line with the articles of association of the company (Filatotchev, et al 2006). Importantly, section 116 of the Act allows any shareholders to gain access to the shareholder register which then may offer them the opportunity for the shareholders to join forces in order to deal with a particular agenda, making the ability to reach the 5% thresholds somewhat easier. There are, however, requirements for shareholders to ensure that when they are canvassing support they are doing so for the proper purpose. There are certain thresholds which allow shareholders to have rights, with 5% offering the opportunity to propose a resolution, to require an independent report in the case of quoted companies, the power to require companies to publish audit concerns, again in quoted companies, and also the power to include a matter that should be considered at AGM. When the required percent of the shareholders join forces, the power becomes much more threatening to the management team, as this is the requisite amount required a specific resolution. For example, at 75%, the shareholders can require a special resolution to be passed. The regime associated with proxies can play a very important role when it comes to shareholder activism with the 2006 Act making changes as to the way in which proxies can operate, allowing the property to be much more effective. For example, members have an absolute right to appoint a proxy who can attend a meeting and vote on their behalf. Another key area of shareholder activism emerged from the ability to use corporate representation, rather than using a proxy, as this allows shareholders a much greater degree of practical flexibility when they are unable to comply with proxy deadlines, or some other form of formality. Corporate shareholders are also able to appoint representatives by virtue of their own board resolution. Finally, it is worth noting that shareholders’ rights can be utilised by indirect investors. For example, under the 2006 Act, it is possible for the beneficial shareholders holding shares to enjoy information rights, i.e. to obtain information in relation to the company and in many cases the beneficial shareholders can count towards reaching the 5% thresholds. Although this goes beyond the scope of the discussion here, it is worth noting that these beneficial shareholders can have a direct impact on any agenda for shareholder activism. Examples of Shareholder Activism In order to gain an understanding of just how effective these legal provisions can be, the situation in Tesco can be looked at. In 2007, the poverty charity â€Å"War on Want† used the fact that it held a 5% shareholding in order to present a resolution at the 2007 AGM, with a view to ensuring a better deal for suppliers, in particular across Asia. The matter did not rest there and in June 2008 Tesco was targeted once again by a group of shareholders who were headed by an individual high- profile shareholder, to look at the living conditions of chickens, prior to their purchase by Tesco for sale. The shareholders in both these cases used section 338 of the Companies Act 2006, in order to demand resolutions relating to their individual issues. Once this resolution had been demanded, the company was required to circulate information relating to the resolution, as well as any supporting statements (Aguilera, 2005). This type of shareholder activism was seen to be successful in these individual cases and provided a real forum for the shareholders with a relatively minimal percentage to change the strategy and activities of the organisation itself. Tesco is not alone in facing these types of issues and many other large companies have also faced action from minimal shareholders, relating to specific issues such as wages for staff or supplier issues. This shows a clear indication of the willingness of shareholders to become much more active in putting their points forward and being willing to take on corporations by forcing resolutions to be placed and information to be provided to the broader shareholding (Hendry et al 2007). Analysis and Conclusions The question presented here is to consider whether or not shareholder activism can truly have an impact on organisations, when it comes to encouraging changes and improving corporate social responsibility within the organisation. By looking at the history of shareholder activism and the way in which shareholders are becoming much more willing to engage in the operation of the company, as well as examining the provisions of the 2006 Act which provide shareholders with the ability to undertake these activities, it is argued here that shareholder activism is a growing and real threat to management teams of all sizes. In particular, the 2006 Act offers a considerable opportunity for shareholders to demand information and to have certain items discussed at the AGM. By merely providing this platform for discussion, shareholders can become more active in order to ensure their ultimate agenda is not pursued. By looking at this and using a company such as Tesco as an example, it can be seen that groups of shareholders are gaining real attention and are able to have a direct and dramatic impact on the decisions made by the management teams, particularly when faced with the ultimate sanction that shareholders can request the removal of those directors who fails to comply (Gillan and Starks, 2000). It is concluded here, therefore, that shareholder activism is a real and direct method whereby shareholder groups can encourage changes in the strategy of the organisation relating to both corporate, social responsibility and any other relevant issues. References Aguilera, R.V. (2005) ‘Corporate governance and director accountability: An institutional comparative perspective’ British Journal of Management, 16: S39–S53. Bainbridge, S. M. (1995) The politics of corporate governance, Harvard Journal of Law and Public Policy, Vol. 18 (3), pp. 671-735. Belloc, M. and Pagano, U. (2009) Co-evolution of politics and corporate governance, International Review of Law and Economics, Vol. 29 (2), pp. 106-114. Filatotchev, I., Jackson, G., Gospel, H., and Allcock, D. (2006) Key Drivers of ‘Good’ Corporate Governance and the Appropriateness of UK Policy Responses The Department of Trade and Industry and King’s College London. Gillan, S.L. and Starks, L.T (2000) ‘Corporate governance proposals and shareholder activism: The role of institutional investors’ Journal of Financial Economics, 57 (2): 275- 305. Hendry, J., Sanderson, P., Barker, R. and Roberts, J. (2007) ‘Responsible ownership, shareholder value and the new shareholder activism’ Competition Change,11 (3): 223-240. Roe, M.J. (2003) Political Determinants of Corporate Governance: Political Context, Corporate Impact Oxford University Press. Schacht, K.N. (1995) ‘Institutional investors and shareholder activism: Dealing with demanding shareholders’ Directorship, 21 (5): 8-12. Tarrow, S. (1994) Power in Movement: Collective Action, Social Movements, and Politics in Marens, R. (2002) ‘Inventing corporate governance: The mid-century emergence of shareholder activism’ Journal of Business Management, 8 (4): 365. Warneryd, K. (2005) Special issue on the politics of corporate governance: Introduction, Economics of Governance, Vol. 6 (2), pp. 91-92. How to cite Shareholder Activism Essay, Essay examples