There are limitations, but financial and management accounting perform Essay

There are limitations, but financial and management accounting perform a fundamental role in the measurement of performance wit - Essay Example In this context, the performance measurement has been characterized as an activity of key value for organizations in different industrial sectors. The specific issue is examined in this paper; emphasis is given on the role of the financial and management accounting in performance measurement, as a key part of strategic decision process in modern organizations. It is concluded that both financial and management accounting are quite important for the successful development of performance measurement schemes – even if, in certain cases, the involvement of financial and management accounting in performance measurement causes delays in the completion of the relevant processes – under the terms presented below. Because of the above problem, a series of recommendations has been included in this study aiming to support the improvement of performance measurement systems. 2. Performance measurement in organizations 2.1 Performance measurement – description, role The use of performance measurement in modern organizations has been related to the achievement of specific organizational targets. Most commonly, the performance measurement is used a firm’s managers in order to evaluate whether the organizational activities manage to achieve a particular level of performance – as set by the planners of these activities. In this way, it will be possible to estimate if these activities have paid back the investment made on them or not. In practice, the performance measurement – as one of the firm’s key strategic processes – can be quite complex. This fact is reflected in the theories developed in the particular field – referring to the content, the role and the phases of performance measurement in modern organizations. At a first level, certain differentiations can be identified in the criteria used by theorists when having to define the performance measurement; however, a close examination of their views would lead to the assumption that they all emphasize on the value of performance measurement as a tool for estimating the achievement of organizational goals – including the risks involved. In accordance with Hatry (2006) the performance measurement can be defined as the ‘regular measurement of the results (outcomes) and efficiency of services or programs’ (Hatry 2006, p3). On the other hand, Meyer (2003) notes that the term ‘performance measurement’ can be explained using two different definitions: the dictionary definition, which focuses on the past, i.e. on the performance of the organization up to the time point when its performance is measured and the economic definition, which refers rather to the future, emphasizing on ‘the measurement of the shareholder value into the firm’ (Meyer 2003, p20). It is further explained that in the context of the dictionary definition ‘performance is measured by operational measures or current financial res ults’ (Meyer 2003, p20); on the other hand, the economic definition is based on the measurement of performance ‘using share prices’ (Meyer 2003, p20). Another definition of performance measurement is mentioned in the study of Harbour (1997); in the above study reference is made to the performance measurement as a method for ‘measuring work accomplishments and output’ (Harbour 1997, p7). At the next level, Epstein et al. (2006) emphasize on

AirAsia

AirAsia Abstract AirAsia was the first successful low cost airline in the Southeast Asian region. This case study discusses the factors that contributed to AirAsias success. It studies the influence of culture and leadership at AirAsia, the factors contributing to its operational efficiency and the strategic orientation of the airline. It also discusses the threats to the long-term success of the airline with reference to increasing competition in the region and the need to overcome certain service shortcomings. The case concludes with an assessment of AirAsias future plans. To study the growth of the pioneer of low cost airlines in the Southeast Asian region To analyze the reasons for the success of a low cost airline in Southeast Asia, a region where analysts felt there was no market for low cost services To understand the operational model followed by the airline and how it contributed to its success To examine the relationship between leadership and culture and the need for a strong and dynamic leader in a startup organization To understand the threats to the airlines long-term success and how these may be overcome To analyze the growing low cost trend in the Southeast Asian region and the market potential for the same AirAsia was not the first budget carrier in Asia (although it was the first in the Southeast Asian region). The low cost trend actually started in Asia in the 1990s, when two budget airlines Air Do and Skymark Airlines were launched in Japan. However, neither of the airlines succeeded as their operational model was weak and they were soon out discounted by Japans major airlines Japan Airlines, All Nippon Airways and Japan Air System. Another budget airline, Cebu Pacific Air, operated flights between Hong Kong and Seoul to the Cebu Islands in the Philippines, but its operations were limited. Otherwise, it was the national flag carriers that dominated the region According to analysts, AirAsias main appeal was its low fares. By offering fares that were a fraction of what major airlines charged, AirAsia created a new market in the Southeast Asian region. People who could otherwise not have afforded air travel began to fly AirAsia Analysts generally agreed that AirAsias success had significantly changed the dynamics of the Southeast Asian aviation industry. However, they said it would be premature to call the airline an unqualified success. AirAsia was set up in 2001, which was a bad time for the global aviation industry. Despite this, it managed to develop a successful business model. However, the airline industry had witnessed a number of cases where airlines started off well but later experienced a downturn In early 2005, AirAsia Sdn Berhad (AirAsia) announced that it would give away 10,000 free seats on its flights to select Southeast Asian destinations.The airline said that was its way of celebrating the completion of three years of successful flying and of saying thank you to the people for their support. AirAsias accomplishments and success today is a reflection of the publics trust and faith in the company,said Tony Fernandes (Fernandes), CEO of AirAsia. The airline also wanted to thank the public for making its late-2004 shares issue a huge success. One of the most successful airlines in the Southeast Asian region and the pioneer of low cost, no frills travel in Malaysia, AirAsia was often in the news for its low fares and fast growing operations Until AirAsia proved them wrong, airline analysts believed that budget carriers would not find a market in Asia. They said the Asian airline industry was different from the industries of the US and Europe airline passengers in Asia looke d on air travel as a luxury, and expected to be pampered by the airlines. For this reason, no-frills travel would not appeal to them. In addition, Asian countries had a great amount of red tapism, which made it difficult to start any new venture, not least of all, an airline. Major national airlines in most of the countries also enjoyed government backing and were too powerful to allow competition to flourish. Therefore, when AirAsia was set up in 2001, it was greeted by a large amount of skepticism. The airline industry was not a good place to be in at that time, reeling as it was from the combined effects of the September 11 terrorist attacks, Severe Acute Respiratory Syndrome (SARS), and economic downturn. However, within three years of operation, AirAsia changed the dynamics of the Asian airline industry. It not only managed to compete with major carriers like Malaysian Airlines (MAS) and Singapore International Airlines (SIA), but it also became the benchmark for several other low-cost airlines in that market. So great was AirAsias impact that analysts said the airline, with its minimal fares, was living up to its tag line which said Now Everyone can Fly. Against All Odds In 2001, Dato Sri Tony Fernandes Fernandes started his career as a music industry executive, working at Virgin Records and Time Warner Music It was his childhood dream to run an airline, but he did not consider the idea seriously until he saw easyJet, a London-based low cost airline, on television. Fernandes was impressed with what he saw of easyJet and decided that he wanted to explore its operations further. He spent two days at easyJets headquarters in Luton airport, talking to staff and passengers and learning how the airline was run. Fernandes had always believed that a low cost airline would be successful in the Southeast Asian region, and his experience at easyJet convinced him of the potential of his idea. He resigned from his job at Time Warner Music and returned home to Malaysia . Fernandes had no prior experience in running an airline, nor did he have enough money to start one. He raised money by mortgaging his house and using up his savings. He also roped in three of his associates Datuk Pahamin A. Rajab, Abdul Aziz Abu Bakar and Kamarudin Meranun who believed in his vision for a low cost operator in Malaysia. Getting an airline license was not easy in Malaysia. The partners set up a meeting with the Malaysi an Prime Minister, Dr. Mahathir Mohamed (Mahathir), and presented to him the major features of their business model along with Dato Pahamin Ab. Rajab (Former Chairman, AirAsia), Dato Kamarudin bin Meranun (Deputy Group Chief Executive Offi cer, AirAsia) and Dato Abdul Aziz bin Abu Bakar (Current Chairman, AirAsia) formed a partnership to set up Tune Air Sdn Bhd and bought AirAsia for a token sum of RM1.00. With the help of Conor Mc Carthy (Director, AirAsia; former Director of Tune Air Sdn Bhd and former Director of Group Operations, Ryanair), AirAsia was remodeled into a low cost carrier and by January 2002, their vision to make air travel more aff ordable for Malaysians took fl ight. Valued at RM2.3 billion, AirAsia is today an award winning and the largest low cost carrier in Asia. From a two aircraft operation of Boeing 737-300, AirAsia currently boasts a fl eet of 78 aircraft that fl ies to over 60 domestic and international destinations and operates over 500 domestic and international fl ights daily from six hubs located at Low Cost Carrier Terminal (KLIA), Johor Bahru, Kota Kinabalu, Bangkok (Thailand), Jakarta (Indonesia) and Bali (Indonesia). AirAsia is fast spreading its wings to create a bigger and more extensive route network through its associate companies, Thai AirAsia and Indonesia AirAsia. The airline has carried, thus far, over 61 million guests since its fi rst day of operation. At AirAsia, we are bringing people closer by bridging boundaries through our philosophy of off ering low fares. It has sparked a revolution in travel, as more and more people from all walks of life are now able to fl y for the first time, while many others have made air travel with AirAsia their preferred choice of transport. We are consistently adding new routes, which include city pairs that never existed before, in our relentless eff orts to create a seamless bridge of unity across Asia. It is something very close to our hearts as we continuously strive to promote air travel and create excitement amongst our guests with our range of innovative products and personalised services. Corporate Vision, Mission and Values Vision-To be the largest low cost airline in Asia and serving the 3 billion people who are currently underserved with poor connectivity and high fares. Mission To be the best company to work for whereby employees are treated as part of a big family Create a globally recognized ASEAN brand To attain the lowest cost so that everyone can fl y with AirAsia Maintain the highest quality product, embracing technology to reduce cost and enhance service level Values Safety Adopting a zero tolerance to unsafe practices and strive for zero accidents through proper training, work practices, risk management and adherence to safety regulations at all times. Valuing Our People Committing to our peoples development and well-being and treating them with respect, dignity and fairness. Customer Focused We care and treat everyone in the same manner that we want to be treated. Integrity Practicing highest standards of ethical behaviour and demonstrate honesty in all our lines of work in order to command trust and mutual respect. Excellence in Performance Setting goals beyond the best and reinforcing high quality performance standards and achieving excellence through implementing best practices. Commitment To Excellence AirAsia is committed to excellence. We intend to excel in everything we do by achieving exceptional results. We have set high standards, but no higher than our customers expectations. Day after day, our people do their best so that we meet these expectations. In all our eff orts, there are five fundamental values: Safety, Passion, Integrity, Caring and Fun. They provide a frame of reference for the AirAsia experience and a corporate culture in which we live and deliver peak performance. The business models AirAsias success has taken flight through the continued confi dence of our guests who prefer a no-frills, hasslefree, low fare and convenient option in air travel. The key to delivering low fares is to consistently keep cost low. Attaining low cost requires high effi ciency in every part of the business and maintaining simplicity. Therefore every system process must incorporate best industry practices. We make this possible through the implementation of the following key strategies: Safety First Safety is the single most important criteria in every aspect of the operations, an area that AirAsia will never compromise on. AirAsia complies with the conditions set by regulators in all the countries where the airline operates. In addition, AirAsia partners with the worlds most renowned maintenance providers to ensure that its fleet is always in the best condition. AirAsia has committed itself to a program of reducing risks and hazards normally associated with our industry through a Safety Management System. This commitment is extended to ensure the full integration of a safety culture, safety policy and safety objectives in a proactive approach to aviation safety. In short, our Safety Management System is not just an add-on but a core part of our business process. It is the way we do business. The critical safety functions of senior management are in the areas of strategy and leadership. Senior management will provide a vision for safety management and provide adequate resources to achieve this level of safety High Aircraft Utilisation AirAsias high frequency flights have made it more convenient for guests to travel as the airline implements a quick turnaround of 25 minutes, which is the fastest in the region. This has resulted in high aircraft utilisation, lower costs and greater airline and staff productivity. Efficient Fleet, AirAsia continues to invest in new aircraft. As of the end of 2008, the Group received a total of 56 Airbus A320 aircraft and the deployment is as follows. Malaysian operations has received 46 and is now a fully Airbus A320 aircraft feet. Thailand operations has received six and Indonesian operation, four. Our fl eet is among the youngest in Asia and we will get even younger as we take delivery of 14 Airbus A320 aircraft and retire nine older Boeing 737-300 Classics aircraft in 2009. These Airbus A320 are ultra modern, more fuel effi cient and environmentally friendly aircraft with unparalleled levels of passenger comfort, serviceability and reliability. We have received positive feedback that our passengers love this aircraft. These aircraft have reduced operational cost signifi cantly and helped to deliver strong profi ts. Low Fare, No Frills AirAsia targets guests who are prepared to do away with frills such as meals, frequent flyer miles or airport lounges in exchange for fares lower than those currently off ered without comprising on quality and service. Guests have the choice of buying exclusively prepared meals, snacks and drinks from our in-fl ight service at an aff ordable price. While onboard AirAsia the best thing to do, of course, is to eat and drink. We will help you do that by off ering a vast selection of food and drinks without punching a hole in your wallet. And our fun and friendly crew will ensure the merriment part of your travel experience. Streamline Operations Making the process as simple as possible is the key to AirAsias success. We are working towards a single aircraft fl eet; this greatly reduces duplicating manpower requirements as well as stocking of maintenance parts. There is only one class seating, i.e. fi rst class, and passengers are free to sit where they choose. Lean Distribution System AirAsia off ers a wide and innovative range of distribution channels to make booking and traveling easier for its guests. AirAsias ticketless service provides a low cost alternative to issuing printed tickets. Simple Distribution System Simple is good, simple is what we want and simple is what we all need. Bearing this in mind, we have worked very hard through countless hours of research and development to ensure that our distribution system is, simple. It is ironic that so much work is required to be simple but bear in mind that simple is a relative word when you are catering to the needs of millions of people across the world. We have developed a comprehensive, yet simple distribution system. One that is capable of handling the most technologically savvy customer to the most technologically deprived. Our website www.airasia.com is available in seven languages and our call centre is conversant in the major spoken Asian languages. For those always on the go, you can book a fl ight using your mobile phone at www.mobile.airasia.com We have recently upgraded our self check-in machines with a simpler and more powerful version. The transaction takes not more than two minutes to complete. This new machine also has an advanced security feature which eff ectively cuts the risk of fraud. We have also expanded our web check-in facility to all stations and destinations. You can now use the web check-in facility even if you have baggage (previously web check-in was only for passengers without baggage). Simply stroll over to the baggage drop off counter every station has one and then proceed to the departure hall for your fl ight. If you have not tried any of these convenient services, I recommend you do so the next time you fl y with AirAsia. Not only will it save you valuable time and eliminate the stress of queuing up, it will also reward AirAsia in the form of lower cost and thus lower my stress. Its amutually healthy proposition! Point to point network The LCC model shuns the hub-andspoke system and adopts the simple pointto-point network. All AirAsia fl ights are shorthaul (four hour fl ight or less). The underlying business is to get a person from point A to B. On Time Performance, Nothing irks airline passengers more than a delay. Often, these delays are caused by factors beyond our control when Mother Nature throws a fi t, for instance but we can try to mitigate these occurrences by ensuring that we take actions within our control to do so. One of the benefi ts of a young fl eet is reliability. AirAsas On Time Performance (OTP) has improved by nine percentage points since the fi rst Airbus A320 aircraft was inducted into our fl eet. The graph below indicates OTP will rise with more Airbus A320 aircraft in the fl eet. We will back test this conclusion and aim for 92% OTP in 2009. If we succeed, it will make us the most punctual airline in the world. In line with our confi dence in achieving this goal, we have launched a revolutionary campaign called On Time Guarantee (OTG). In a snapshot, this campaign compensates a passenger inconvenienced by a substantial delay due to our fault at no additional cost. We believe this pioneering and unique campaign will help to boost the retention rate and raise our brand equity. AirAsia Today AirAsia flies over 100 routes across 12 countries in Asia. The fast-growing airline has become Asias eigth-largest airline in six years, and is now the largest low-cost carrier in Asia, with the lowest cost base of any airline in the world. According to AirAsia, the key to delivering low fares is to consistently keep costs low which requires high efficiency in every part of the business, with every system process incorporating best industry practices. How they do it Ultimately, it is our guests who have made us what we are today. A passion for exceeding our guests expectations is what spurs us to relentlessly pursue innovative ways to enhance the service we provide. Constant innovation is the tool we use to expand our guests freedom to travel so that Now Everyone Can Fly. In 2008, a total commitment to innovation enabled us to stay ahead of the game and once again win an array of prestigious awards. In the years to come, the same commitment will see us successfully navigate the ongoing global economic turbulence, broaden our horizons and not only survive but prosper. In 2009 we will unroll a series of initiatives designed to boost customer service while keeping fares down. So it is apt that this years Annual Report focuses on innovations which will enable AirAsia Berhad (AirAsia) to retain its pole position as the worlds preferred low fare airline. Above all, it is appropriate for us to acknowledge the support our guests give us by making Thanks to YOU the key message of this report. The Asia-Pacific aviation industry is enjoying strong passenger demand. According to the International Civil Aviation Association, passenger numbers in the region grew more than 12 percent in 2007, supported by rising economies, increasing business travel, and growing disposable incomes. Making Innovations Just for You Why is AirAsia performing so well? The answer couldnt be any simpler: AirAsia grows because it saves money for people. Nobody wants to part with their money whenever possible, but I am certain that almost everyone likes to travel. So, sensibly, people look for the lowest cost option with fi rst class service. Providing fi rst class service is imperative for any service oriented company, customers simply wont have it any other way. We realise this importance and have consistently upgraded our service level, and succeeded in doing so without any compromise to effi ciency and cost. I will explain in the following pages our initiatives present and future to enhance customer service delivery. Some are innovative ideas inspired by the talented people of AirAsia and some are simple but functional moves that came from other sources. Expanding the Route Network In 2008, we achieved many milestones. The one closest to my heart is our entry into Singapore. For too long, passengers on the Malaysia to Singapore route were burdened with high fares extracted by the monopolistic nature of the route operators. This is no longer the case AirAsia introduced unheard-of low fares on a route that has proven to be high-yielding and is expected to deliver sustained profi ts. We have six destinations linking to Singapore at the end of 2008 and this number will double by the end of 2009. For years, we have gazed upon India and waited for an opportunity. That day fi nally came and our maiden route, Kuala Lumpur to Tiruchirappalli, has been a resounding success. There is plenty more to come, we currently have on our radar screen to commence services to Coimbatore, Kochi and Kolkata. India presents a fantastic opportunity for AirAsia and I envisage it as one of our biggest markets in years to come.of growth with 39% more passengers carried than the year before. This signifi cantly outpaced the domestic Malaysia passenger numbers that grew by 13%. While we continue to see and capitalise on opportunities in Malaysia, we expect the higher rate of growth in international sectors to continue. With the launch of AirAsia X, AirAsias route network has evolved from being Asia-centric to include Australia and Europe. The impact of this connectivity for instance, connecting Australia and London by providing an alternative, aff ordable version of the so-called Kangaroo Route is being felt not just by AirAsia but by Malaysia. Our route connectivity and the frequency of our fl ights is now turning Kuala Lumpur into the premier regional hub for low-cost travel. Our services in boosting tourism in Malaysia are helping to alleviate some of the pain infl icted by the global economic downturn. Our investments in these new routes and in boosting the Malaysian economy demonstrate our unwavering commitment to the nation and its people. The Chanllenge Implement low cost promotions with high efficiency and best industry practices Create and implement print and web campaigns on a very tight delivery schedule Integrate and implement internationally across multiple languages and media Benefits Accelerated creation to delivery model High quality implementation at a low cost 50 percent increased productivity in creative turnaround and output Industry Overview and Challenges The Asia-Pacifi c aviation industry is facing one of the most challenging period since the 1997 Asian financial crisis. According to the International Air Transport Association (IATA), passenger numbers in the Asia Pacifi c region shrunk by 1.5% in 2008 and is expected to contract by a further 0.6% in 2009. Financial loss projections paint an even more dismal scenario Asia-Pacifi c airlines posted a US$500 million loss in 2008, with the loss forecast to balloon up to US$1.5 billion in 2009. The competitive environment has gone awry amid confusion. Many airlines have terminated underperforming services, deferred scheduled aircraft deliveries and frozen excess capacity in an attempt to reduce their cost base. Legacy carriers are also slashing fares on main routes, often putting themselves in direct competition with low-cost airlines such as AirAsia. I am confi dent, however, that we will more than hold our own. AirAsia is not just about low fares. Our route connectivity, the frequency of our fl ights, Industry leading punctuality, the 5-Star quality of our service and our determination to excel in everything we do provides our customers and guests unparalleled value We welcome fair competition conducted on a level playing fi eld because we are confi dent we can triumph over all comers. In fact, we are noticing an upsurge of interest in fl ying AirAsia by the corporate sector as it seeks to cut travel costs for its executives by switching to us instead of using legacy carriers. This is just one example of how the current economic downturn has benefi ted us and we have good reason to believe there are many more. Our market share will likely grow in 2009, partly because much of the rest of the industry is in acute distress. Going forward The critical qualities needed to navigate through the current economic turbulence are a focus on innovation, maintaining tight discipline in line with the low-cost model, creative marketing and an unwavering self belief. As many of you are aware, I am an incorrigible optimist. I look for silver lining in any situation and I am confi dent that the economy will rebound. I am also a person who fi rmly believes in lighting a candle rather than cursing the darkness. Which is why we made the painful decisions we made and have put in place strategies that will see us through this uncertain period and continue to deliver long-term value to our customers, shareholders and all our other stakeholders. Unit cost is expected to reduce substantially stemming from our decision to purchase fuel on the spot market, the benefi ts of a younger fl eet and economies of scale. The current price of fuel is substantially lower than the US$128 per barrel that we paid in 2008. The benefi t of the lower fuel p rice goes straight to the bottom line. With these gains in hand, 2009 will be a strong year for the Group. Its been an extremely eventful and exciting year. The Board of Directors and I are pleased and proud to be leading our talented and committed employees as we begin this new chapter in the history of AirAsia. We have every confi dence that the future will be both successful and full of opportunities.

Evolution of the Haunted House in Early and Modern Gothic Novels Essay

Evolution of a Haunted House: The use of setting in early and modern gothic novels The setting for a novel plays a big part in how the story and its characters relate to the reader. This paper will examine how setting in gothic literature, plays an important role in the telling of a story by using Horace Walpole’s The Castle of Otranto and Shirley Jackson’s The House on Haunted Hill as examples. During the eighteenth century, the Romantic period of literature emerged. The works of this time were often filled with imagination, strong emotional contexts, and freedom from the classical notions of art and social conventions (wordiq.com). The Castle of Otranto, while considered by many to be a Romantic drama, had a style that was distinctively different (Mulvey-Roberts, 226). Elements, not previously seen in works of literature were added to the story, much in the way embellishments were added to buildings of the time. Horace Walpole, used elements of the macabre, mysterious, and violent incidents; along with desolate and remote settings to create the first true English-language gothic novel (Merriam-Webster.com). The ruins of castles and other ancient settlements, set amongst the gloominess of the surrounding landscape provided the perfect backdrop for the early English gothic novel (Goldstein, Grider, Thomas 145-146). It was at once mysterious, foreboding, and could create a sense of fear and dread in the reader. Horace Walpole took advantage of setting in The Castle of Otranto. The castle evokes feelings of darkness, solitude, loneliness, and claustrophobia (Mulvey-Roberts, 174). There are secret passages, trap doors, secret rooms, and areas of ruin. The aim is to produce the classic emotion of fear of the unknown. Add in a... ..., a moaning sound is heard prior (Walpole, 34). In The Haunting of Hill House, it is the female protagonist who hears a hammering against the upper edge of a bedroom door that sounded like â€Å"something children do†. She also hears "little mad rising laugh" outside the door (Jackson, 95,97). For more than two centuries, the setting of the haunted castle or house has played with our emotions and psyches. They create tension and fear, while we wait for the ghost or bogeyman to jump out. Author H.P. Lovecraft, known for creating these emotions with his own works, states â€Å"the oldest and strongest emotion of mankind is fear, and the oldest and strongest kind of fear is fear of the unknown† (Lovecraft, 12). This fear of the unknown continues to make gothic novels as popular today, as when Horace Walpole took a romantic drama, added a few shiny bits, and called it gothic.

Mean Girls Film Analysis

Long Vu / November 17, 2012 / Women Studies / Sally Winkle / Film Analysis Mean Girls In Mean Girls, the main character is Lindsay Lohan who plays the role of a 15 year old high school student, Cady Heron. Cady is The 15-year-old, Africa-raised high school girl begins her high school life by learning what it’s like to be a normal girl by making friends and talking about other classmates. The first thing the students thought when they heard there was a new transfer student in class from Africa was a black person, so everyone turned to the darkest person in the room, waiting for his introduction, but that wasn’t the case.Cady (pronounced â€Å"Katie†) simply has zoologist parents that love nature and the African culture. Her first two friends are a girl who has been labeled as a lesbian and a guy that is considered gay. From these two friends, Cady learns about a group of pretty girls known as â€Å"the plastics† that basically do and get anything they want due to their physical attractiveness. The high school students have been segmented to their own groups such according to their hobbies and characteristics such as jocks and the mathletes.Cady encounters the Plastics by helping out her 2 friends to find out what has been written about them in a â€Å"burn book† which apparently has information on any and everyone at school. A sequence of events lead to Cady conforming to the beauty ideals of the plastics and even begin to take on the role as the â€Å"Queen Bee† by leading the girls and controlling everyone to get anything she wants. The image of beauty is represented by the plastics and is shown to have power over everyone that views them as hot and sexy.Cady doesn’t understand much about how beauty and power relate until she realizes how the plastics seem to get away with everything by showing a little beauty. Slowly but gradually, Cady adapts to high school life and becomes a person she doesn’t respect. The significance of the male is gaze in Mean Girls is the whole point of the Plastics, because this view has set the man as the standard leader. But to gain power, the girls must show beauty that causes every man, and even every girl to respect their beauty whether it is through torture, abuse, lies, or anything they may wish.One of the most important reasons for Cady’s transformation and development is due to her lust for a male classmate. This emotion she has causes her to become heartless and dumbfounded, which results in her returning to herself in the end and being happy with respect to everything she has done and that has happened. Mean Girls was quite an enjoyable movie to watch, it felt very realistic with overdramatic scenes of beauty ideals, but still very understandable. The idea of being gay and lesbianis looked down upon and people find it strange to be anything other than heterosexual.The social norm also had a very realistic feel, since my high school life had its similar moments to Mean Girls. Though, not quite as exaggerated, high school life can be a very rough time for students who have been deemed as strange or different and unacceptable due to their characteristics and preferences. Cady Heron’s development involved her first high school experiences to include what it’s like to be new, become popular and wanted, then be hated and liked for false rumors, and finally returning to herself, a person who she and her parents respect along with the rest of her high school.When I compare the two films Mean Girls and Real Women Have Curves, I notice how both films share similar ideas about women being viewed by men as objects of beauty. The differences between the two films would have to include the age difference (beginning high school and graduating from high school), racial difference, and cultural difference of where they are living. Both main characters are female and believe they know how to take care of themselves. Mean Girls’ Cady is more about innocence, whereas Real Women Have Curves’ Ana is about the Hispanic sweatshop life in a low class neighborhood.Ana learns and experiences what hard work really is, in comparison to going to school and getting a scholarship to a well known college, while Cady learns what being beautiful can do to a person. Ana and the rest of the women in the film work indoors to make dresses, and cook and perform housework chores, while the men work outside and use heavy equipment all day. When dealing with beauty, both films express beauty ideals as skinny and plastic like shine and smooth skin. The cultural differences between each ilm include how Ana is held by her Hispanic heritage and her parents living in the old world, wanting her to be married and successful in life, while staying at home with her family and uncle and cousins. Cady is still new to her civilized high school life and wants to make friends and succeed in school while making her parents h appy and being true to herself. The narrative structures are also a bit different, because Mean Girls is from Cady’s perspective, but in Real Women Have Curves, we seem to be viewing what is going on from a third person’s perspective. This leads us to draw out own ideas and conclusions about what is happening.I feel the male gaze in Real Women Have Curves isn’t quite as dominant as Mean Girls’ male gaze, because the Hispanic women seem more independent of their own actions, aside from the mother who is still all about her husband and family, and even having her daughters being married off and creating their own families. When the mother thinks about her older daughter and believes there is no chance for her to be happy in finding a husband and having a child, she places all her efforts in Ana to find a good man and does her best to push Ana into being attractive to men, including how to walk like a woman and look like a women that is beautiful.Cady is com pletely infatuated with her male classmate and tries to be closer to him by pretending to be dumb in math and even dressing up in a tight and revealing dress at her house party for him. Unfortunately none of the ideas Cady has come up with seems to work for her, and she realizes she can’t continue to be this kind of person any more, especially when all of her classmates dislike her and her own mother argues that she doesn’t know who her daughter is anymore. The impact of social norms is huge in both films, since this seems like the body and main idea in both films.Ana breaks the stereotype of Hispanics by being smart and having her own ideas about what a women and beauty should be. Being a man’s sexual desires and working for an extremely low wage doesn’t make sense to Ana at all. Education and being successful in one’s goals and dreams is what I feel from Ana. Ana is successful at school and begins a relationship with a Caucasian classmate, her te acher gets her to write about her personal life and acceptance to a leading college with a full ride, tuition paid scholarship, but Ana still remembers what her mother and father wants for her.Cady Heron is doing her best to adapt to being a ‘normal’ high school girl. Beauty seems to be the leading characteristic to have in every situation and being smart is almost looked down upon from the beauty and popularity perspective. The moment the plastics walk into the cafeteria and sit at their designated table, and have set rules for who may sit and what outfits must be worn throughout the week to be accepted to sit at the table for lunch, Cady begins to feel the difference between being normal and being beautiful.

Unit G Psychology 101

1. Glucose is: A. the hormone produced by fat cells that signals the hypothalamus, regulating hunger and eating behavior. B. the neurotransmitter that promotes satiation and produces feelings of fullness as you eat. C. also called the â€Å"hunger hormone† because its presence in the lining of the stomach strongly stimulates appetite. *D. also called blood sugar and is the primary source of energy in your body. 2. Which of the following is NOT a valid criticism of Maslow's theory of motivation?A. Maslow's initial studies on self-actualization were based on limited samples and often relied on the life stories of acquaintances, and biographies and autobiographies of historical figures he selected. B. The concept of self-actualization is vague and almost impossible to define in such a way that it could be empirically measured or tested. C. Despite the claim that that self-actualization is an inborn motivational goal, most people do not experience or achieve self-actualization. * D. Because of Maslow's influence, psychology was encouraged to focus on the motivation and development of psychologically healthy people.3. Psychologists define the term _____ as a complex psychological state that involves subjective experience, a physiological response, and a behavioral or expressive response. A. motivation *B. emotion C. self-efficacy D. anthropomorphism4. Which of the following lists the correct seq uence of sleep stages during the first 90 minutes of sleep? * A. stage 1 NREM, stage 2 NREM, stage 3 NREM, stage 4 NREM, REM sleep B. REM sleep, stage 4 NREM, stage 3 NREM, stage 2 NREM, stage 1 NREM C. stage 1 REM, stage 2 REM, stage 3 REM, stage 4 REM, NREM D. wakefulness, drowsiness, dreaming, deep sleep, paradoxical sleep5. Sleep restriction studies have shown that: A. research participants adapted to the four-hour-per-night sleep schedule by the end of the first week and showed no cognitive or physical impairments over the course of the experiments. B. there were some beneficial effects in terms of memory consolidation, reaction time, and immune system functioning. * C. mmune system functioning, concentration, vigilance, reaction time, memory skills, and ability to gauge risk were all diminished. D. there is no evidence to support the notion that REM and NREM sleep deprivation result in REM and NREM rebound effects.6. Sleepwalking and sleep terrors are _______ that tend to occu r in _______. *A. parasomnias; stages 3 and 4 NREM sleep B. parasomnias; REM sleep C. dyssomnias; stages 1 and 2 NREM sleep D. dyssomnias; REM sleep7. Which of the following is an example of a parasomnia? A. insomnia B. narcolepsy C. obstructive sleep apnea *D. leep-related eating disorder (SRED)8. Scientists found that diminished levels of a special class of neurotransmitter called hypocretins, which are produced by neurons in the hypothalamus, have been implicated in a sleep disorder called _______. * A. narcolepsy B. obstructive sleep apnea C. sexsomnia D. somnambulism9. Heroin, cocaine, amphetamines, alcohol, and nicotine are all addictive drugs that increase levels of which neurotransmitter in the brain? A. serotonin B. melatonin C. norepinephrine * D. dopamine10. Caffeine: * A. is the most widely used psychoactive drug in the world. B. gets its stimulant effect by promoting the release of adenosine in the brian's prefrontal cortex. C. gets its stimulant effect by blocking the reuptake of dopamine, serotonin, and norepinephrine. D. is the most widely used non-physically addictive drug in the world.11. Which of the following is a derivative of opium? A. mescaline B. Oxycontin C. psilocybin * D. codeine12. According to _____ theories of motivation, behavior is motivated by the desire to reduce internal tension caused by unmet biological needs. A. incentive * B. drive C. humanistic D. instinct13. According to the _____ theory of emotion, your subjective emotional experience is the direct result of physical changes in your body. *A. James-Lange B. cognitive-appraisal C. self-determination D. Schachter-Singer two-factor14. Happiness, sadness, anger, fear, disgust, and surprise comprise the list that Paul Ekman calls: A. the facial code. B. facial movements. C. the primary code. * D. primary affects.15. When people mask an emotion: A. it is impossible to detect their true emotion. *B. the true emotion flashes on their face before they compose their face. C. the true emotion can be read in their eyes. D. their facial muscles always twitch.16. How do Psychoactive drugs work? -once in our bloodstream, psychoactive drugs influence our behavior by altering the functioning of the central nervous system in some way.17. What is anger? What features does anger share with other emotions? – Anger is â€Å"an emotional state that varies in intensity from mild irritation to intense fury and rage,† Like other emotions, it is accompanied by physiological and biological changes; when you get angry, your heart rate and blood pressure go up, as do the levels of your energy hormones, adrenaline, and noradrenaline.18. Define dyssomnia- A general term used to describe any sleeping condition where a person has trouble either getting to sleep or staying asleep.19. Define parasomnia- A category of sleep disorders in which abnormal events occur during sleep, such as sleepwalking or talking; due to inappropriately timed activation of physiological sy stems.20. Define hypnosis- An artificially induced trance state resembling sleep, characterized by heightened susceptibility to suggestion.

Trust in Charismatic leadership Essays

Trust in Charismatic leadership Essays Trust in Charismatic leadership Essay Trust in Charismatic leadership Essay According to Yukl (2006), trust is very important component in charismatic leaders. The charisma inspires trust and confidence from followers to the leader and makes the leader seem extraordinary and wise. Kamila is a person whom inspires trust and wisdom as a result other people ask for her advice very often. For example, when some of her friends want to start some new project they usually call her to discuss it and get her opinion. She is always willing to motivate and help others when they need it and she is concerned not only with personal goals but followers as well. As she always tells me, she believes in team work and knows that big things cannot be achieved by a single person. As she often says: When people are together they can achieve anything they want. I personally trust Kamila due to the fact that she will never let down those who trust her and believe in her. Knowing that she is charismatic and the confidence she shows when she talks makes me feel that everything is attainable and that I can follow her in anything she does without asking extra details. Unlike non-charismatic leaders, Kamila can make others willing to work harder to achieve high results by motivating them in various ways (i. e. by telling stories and using strong emotional metaphors). When I pass through some difficulties or problems she begins talking about a similar situation where she was in my position and explaining what she did to overcome it. While talking she is highlighting the points in where I have to act in the same way and she concludes that after any problems people always learn something and become better. While listening to her inspirational words I become positive and forget immediately about any problems. Houses indicators of charisma: House (1977) was another researcher to conduct his own theory of charismatic leadership. Houses research has derived some indicators of charisma which I can easily associate with my charismatic friend. He concluded that followers are willing to obey the charismatic leader because they perceive the leaders beliefs as correct. When we are in a company of common friends discussing or working with Kamila in the same project, I know that her opinion will be the correct one as she inspires confidence to me and other people. That is why I often wait for her opinion and agree with her even if someone else is not. Moreover, I can see that people are getting emotionally involved when she speaks and that they feel affection towards her. People are always willing to listen to Kamila and in most cases they agree with everything she says. Finally, it is worth saying that by inspiring high performance goals to followers, she makes them believe that they can contribute to the success of the mission and they work harder. In contrast to the theory of Conger and Canugo (1987) the extraordinary ability of the leader is not necessary. The Self-Concept theory of charismatic leadership talks about the leaders traits and behaviors. I will now describe them through my personal perspective from my experience with a charismatic leader. Kamila is a person who expresses a high need for power. This does not necessarily mean that she can only exist in the highest level of an organization but it demonstrates a need to control her own future and to be able to make her own choices. As she described to me, in order to do something which is not led by her she must be motivated and inspired, otherwise she is not willing to work hard. Kamila possesses a strong conviction in her own beliefs and ideals and this makes her confident that she can achieve everything she wants to. According to what she once told me, her core motivation in life is to make her name famous to the world. This is the main reason why she is currently doing many things at the same time (involvement in several societies at university and organizing charity events with me and other team members apart from studies). As she often says: The easiest thing in university is to study only and not be doing anything to prove your abilities to the world. The above statements made me conclude that achievement and recognition are Kamilas primary sources of motivation. Lastly, I can say that Kamila exerted some sort of influence on me; which is the reason why we work with a common mission and why I got inspired to improve myself and do something that the world can be proud of me. I will now move on and describe how leaders influence followers.

Advantages of Business Transaction Online Essays

Advantages of Business Transaction Online Essays Advantages of Business Transaction Online Essay Advantages of Business Transaction Online Essay Conducting business transaction online is gaining popularity among the generation, what are the advantages and disadvantages made of transaction? OR. List two advantages of online transaction. Business transaction online is an interaction in the technology world, usually between an enterprise and a person where something is exchanged. It is gaining popularity among the young generation nowdays. I believe there are many advantages of business transaction online such as get a better customer service and curtail of transaction cost. Most of the people today have using business transaction online because it easy and get a better customer service than doing real business transaction. When we are on visiting website, we can greet with customer by a pop-up chat window. Customer service also always ready and will help in encouraging the customer to know more about the product or service. Moreover, payments can be made online and product can be shipped to the customer without the customer having to leave the house. Furthermore, E-Business also has resulted in improved customer service, so if we have any problems, we can leave our comment for the seller. In general, we could see that young generation today had chosen to use this method. This is because they can choose their favourite’s things as long as they want and it also curtail of transaction cost. It is different when we buy the thing in a real life, maybe we will be cheated by the sellers or they will up the price of the things. Websites are sufficiently loaded with direction to facilitate stress-free transaction. Simple and succinct instructional tabs, generally, save the potential buyer from predicaments of any surf. In addition, buy online is easy for us to know that the product or service original or not because internet has a lot of connection with other peoples, so we can use media social to get recommendation from others about the thing that we need to buy. In conclusion, there are two reasons why I had preferred business transaction online, because it is easy way for us save our time and items purchased.