Explore the representation Essay Example for Free

Explore the representation Essay The stereotypical view of evil is shown through dark colours and beings such as the devil, these contrasts with murders and killings as shown in Jekyll and Hyde. In Dr. Jekyll and Mr Hyde the views on good and evil are shown through characters appearances, their behaviour, the modern standard of living and suppression; there are communicated by gothic horror. Throughout the story, there are references to light and dark which metaphorically relates to good vs. evil, not only between characters, but in the conflicting sides of the same character. At the setting of the play (Victorian era) Science had just been introduced into the Victorian era and was treated as unexplainable circumstances as little was known behind the theory of experiments. This caused for mystery in the Victorian era, thus making Jekyll and Hyde a more horrific and frightening novel. Stevenson had an obsession with the darker side of life and he relates to the character of Hyde by being a respectable man during the day but losing to his obsessions at night. Stevenson, can relate to his novel as he lived in Edinburgh, though in the more affluent area. The setting of Dr. Jekyll and Mr. Hyde is London but it was based on Edinburgh with the contrast of two sides of poor and rich. In this essay, I will explore how evil is represented in Dr Jekyll and Mr Hyde in the Victorian era. At this time, crime was extremely high in the poorer areas which lead people, in desperation to make a living, to involve themselves in crimes (murder, rape, prostitution ). The Victorian era was host to many notorious murders such as Jack the Ripper, who, as seen stereotypically was never identified. The murder knew his way around the human body showing a sign of education thus having as he appeared to have a great anatomical knowledge, hence making him a respectable man by day and a butcher by night. This may have greatly influenced Stevenson, with the magnificent degree of mystery surrounding the case, it may have given rise to thoughts on how to a great, mysterious villain may operate, fuelling Stevensons imagination. Dr. Jekyll was an intelligent man with scientific knowledge, but his reflection; Mr. Hyde was a violent crook. Smog was extremely thick London due to the highly populated industrial farms, causing for the environment to be covered. This made for it be close to impossible to see in distances, so villains could use this as an aid for means of escape. These city conditions were the perfect environment for elaborating deaths, murder and mystery to show pure evil. At the beginning we see Mr. Enfield witness the incident of the little girl, and he describes the magnitude of the smog. There was an incredibly strict code of conduct in the Victorian times, with many natural desires being repressed. The seven deadly sins are a perfect example of some of the things that were repressed. These are lust, gluttony, greed, pride, sloth, wrath and envy. The repression of lust was so great that table legs would have been covered at all time. Middle-class men would have been expected to conceal their secret desires, and if they wanted to express them, they would have to do so in darker parts of the city. This can explain Dr.Jekylls desire to transform himself into Hyde, as it would give him a way to release some of his desires and not be discovered doing it. When Stevenson was young, he developed a medical condition that would live with him for the rest of his life. Stevenson was raised by his nurse who extravagantly showed him the divide between good and evil. This troubled him as a young child, giving him terrifying nightmares and tormenting memories through out his life. It is suggestible that the idea of Dr. Jekyll and Mr. Hyde came from one of these night mares. With all these troubled thoughts on the topic of good and evil, Stevenson may have developed many different superstitious views of what good and evil were, and therefore written about them in Dr. Jekyll and Mr. Hyde. The Victorian era was a revolutionary time; religion was on the decline and scientific and medical discoveries were growing like never before. This influenced writers such as Mary Shelley. She was the author of Frankenstein; a science fiction horror about a revolutionary experiment that goes wrong. This concept mad scientists getting in deeper than they could handle is one of the main themes in the book. As very few people knew what was possible with this new found phenomenon it would appear as though anything was possible. This was important because the key to a good horror is truth and as no one knew anything about it, no one was in the position to question its reality. It is obvious that the appearances of Dr. Jekyll and Mr. Hyde are intended to make a distinction between how each character behaves. The smart image of Jekyll is easily contrastable to the primeval image of Hyde. The audience would expect Hyde to dress fairly scruffy when compared to Dr. Jekyll, however we can see him always dressed smart and in a suit, playing of the social context where we would expect eh evil Mr. Hyde to be in shabby tattered clothing Mr. Hyde is described as a short stocky man, leading us to assume him to have deformities of some sort. Mr. Utterson, Dr. Lanyon and Mr. Enfield all describe witnessing something horrifically evil in Mr.Hydes face. It is as though he emits a sense of foreboding to everyone he meets. He is often described as having the characteristics of an animal, suggesting that he has not evolved entirely into a human being. He is infamous for his horrific actions such as trampling over a little girl and for the murder of Sir Danvers Carew, despite this he still appears to hold a civilised manor whilst talking to his associates; however, he still appears to be blunt, rash and eager to avoid convocation.

Intriguing Camera Work in Zeffirelli’s Film, Hamlet Essay example -- M

Intriguing Camera Work in Zeffirelli’s Film, Hamlet The three-dimensional camera work of Zeffirelli in Hamlet emphasizes the surveillance methods and intrigues carried out by the forces of good and of evil. In the opening scene, Elsinore Castle looms over the soldiers and people standing outside. The camera angle forces one to look up at the dark castle; then the camera surveys the people, revealing that the evil from witnhin the castle is not self-contained but looms over and affects everyone in Denmark. Inside the castle during the funeral, Claudius, the man who exemplifies evil, is focused on several times by the camera. The first picture of him is from a short distance, minimizing his presence. As the funeral proceeds, however, three closeups make him appear more evil for there is no sorrow in his face, only a scheming, hawklike look as he watches every movement of Gertrude and Hamlet. The closeups also bring him from a distant observer to one that is in control, having taken the place of King by ruline over his dead brother. As the King and Queen are sitting on the throne announcing their marriage, the camera gives a distant, roaming observer view by circling the room while continually having them, especially Claudius, as the focal point. This emphasizes once again that his evil ways are spread throughout the kingdom and aren't easily contained in one person or one location. There are several times in the movie when the camera shows surveillance done by Hamlet, who represents good, of those who are opposed to him. The action of focusing on Hamlet from his vantage point also emphasizes that he's one step ahead of everyone else because of his insight, and this also helps him in his cause. For example, when ... ...ly. This will be the final test in the war between good and evil, though Hamlet doesn't have the advantage this time of knowing the depth of the plot, despite his suspicions. After the fatally wounded Laertes points the finger at the king, Claudius, who has been a silent observer to Laertes' confession, backs up, trying to distance himself from being the focal point responsible for the evil that has taken place. However, he is unsuccessful, as a raging Hamlet follows him. The closeup of Hamlet killing the king twice amplifies his triumph. After the final closeup on Hamlet lying in Horatio's arms, the camera draws back to include the whole company of people looking on what has just taken place. The viewpoint might be seen as that of heaven, emphasizing that though in the beginning evil had loomed over the kingdom, now righteousness has been restored in Denmark.

Behavioural Issues in Budgeting

To : The Chief Executive From : Management Accountant Date : 19th January, 2012 To : The Chief Executive From : Management Accountant Date : 19th January, 2012 | Behavioural issues which may limit the usefulness of budgeting:| | Management Accounting| | Behavioural issues which may limit the usefulness of budgeting:| | Management Accounting| The university of northampton By Matthew Matemba 10347139 The university of northampton By Matthew Matemba 10347139 Table of Contents 1Part A:2 1. 1Executive Summary:2 1. Background:2 1. 3Definition:2 2Purposes of Budget:2 3Budgetary Biasing Framework3 3. 1Budget Slack (Bias)4 3. 2Seat of Power:4 3. 3Budget Gaming:4 3. 4Gatekeepers:5 3. 5Beating the System:5 3. 6The Know-All:5 4Effects of Budgeting Slack (Bias):5 5Causes of Budget Slack:6 6Conclusion:6 7Part B:8 7. 1Cash Budget:8 7. 2Interpretaion of Cash Budget:9 8References:9 9Bibliography:11 10Appendices:12 Part A: Executive Summary: This report demonstrates behavioural issues which may limit the usefulness of budgeting in Langdale Ltd. Including in the report are origin, definition, purposes and types of budgeting. Prior to the above, the report shows different form of budgeting ‘padding’ causes of budgeting â€Å"slack† , researches and above all the control of aforementioned behaviours in organisations and three months cash budget for Duncan Distilleries plc. Background: According to Dugdale and Lyne, the emergence of ‘Scientific Management’ in the 1920s, standard costing and public sector budgeting was established by the development of business organisations (2010, P. xi). Quickly, this development became budgetary control with a budget designed to compare estimated planning with actual result of performance in aid to identify any variance either favourable or adverse. Keuning (1997) suggested that, budgeting is associated with higher managers assigning task to different departments. Definition: Chartered Institute of Management Accountants (CIMA) in the UK defines a budget as ‘A plan expressed in money. It is prepared and approved prior to the budget period and may show income, expenditure and capital to be employed. May be drawn up showing incremental effects on former budgeted or ctual figures or be compiled by Zero-based budgeting’ (Hannagan, 2008, p. 560). There are various types of budgets namely, Zero-Based, Incremental, Rolling and Activity Based budget. Purposes of Budget: The purposes of budget are planning of annual operations, co-ordinating the activities of various parts of the organisation, communicating plans to the various responsible centre managers, motivating managers to strive to achieve the organisation goals by meeting set targets. Finally, controlling activities and evaluating the performance of managers. Undoubtedly, budget plays major part in managing organisations because norms are set to compare budgeted and actual performances financially. However, research has showed that with new ‘realities’ of global competition, rapid change and modern technology the â€Å"Beyond Budgeting† movement has criticized the traditional budgeting that, it was not meeting the advance challenges in terms of technology. Therefore, Bunce and Fraser formed the â€Å"Beyond Budgeting Round Table† in the UK in 1998 and inspired by the Swedish bank, Svenska Handelsbanken (Michael, 2007). Contrary to main purpose of budgeting individual’s actions demonstrates some behavioural issue which may limit the usefulness of budgeting and this might not different from employees of Langdale Ltd. The diagram 1 below illustrates the relationship between objectives of budgeting contrary to behavioural issues of employees. Budgetary Biasing Framework Walker (2004) Budget Slack (Bias) As illustrated above, personal goals are a behaviour which may limit the usefulness of budgeting. It is a deliberate over-estimating of expenditure and/or under-estimate of revenues when setting budget in order to achieve easy targets. These actions from managers reduce the ability of management to control variances. Research has revealed that, the inclusion of budget Slack or ‘Padding’ is common in various companies. For example, Dugdale & Lyne (2010 cited in Onsi 1973 p. 26) found that 80% of managers interviewed were preparing to admit they bargained for Slack. Though, budget slack are seen as unfortunate and dysfunctional, there are some indications that some slack can be desirable providing some flexibility to operating managers Dugdale & Lyne (2010). This is known as manipulating of figures. However, reports show that due to complex inter-relationships between the various departments degree of manipulating of budgeting is difficult. Contemporary literature has reinforced the idea that slack can be desirable as well as dysfunctional. For example, â€Å"Nohria and Gulati (1996) noted that slack could act as a buffer that was necessary for organisation adaptation Tan, J. and Peng, M. W. (2003) See Appendix B. Dugdale & Lyne (2010 cited in Van der Stede 2002 p. 6) found that slack could facilitate strategy in business units pursuing differentiation† in such circumstance ends up with surplus assets such as plant, equipment and buildings. Seat of Power: Additionally, from diagram 1 shows a power factor which is another behavioural issue which is a limitation to budgeting. This affects budgeting process when individual managers have influence over the outcome of proposed capital expenditure. Consequently, this could divert the co mpany direction which is contrary to its corporate objectives. Performance measurement therefore, should establish to encourage the aim of the company and not individual or departmental goal. (Hannagan, 2008, p. 569) Budget Gaming: Moreover, another limitation of useful budgeting is budget gaming which is an attempt by managers to practice bias in advance. A study shows managers also tend to game the budget after it has been implemented by making accounting entries to portray their operation in a light that are driven by desire to report better result. Hopwood in his study showed that such behaviour is more likely if managers are evaluated Hopwood (1972) See Appendix C. For example, cost centre managers attempted to charge items of cost to other cost centres and tended to time the expenditure in light of their effects on the short-term variance but such manipulation was available to relatively few people. Gatekeepers: These are employees in high position who delay in passing on vital information’s to heads of departments. Such personnel have authority to regulate the flow of information also in a position to determine various levels of management decisions. Beating the System: Individuals or groups may be able to beat the system and they are even proud of behaving in such a manner. For example, a company set a budget of ? 15,000 for capital equipment. Above this limit additional authority is required before any extra costs are incurred. However, the managers beating the system simply acquire a machine at a cost of ? 18,000 by ordering the capital equipment separately for instance, ? 14,000 and ? 4,000 per machine respectively. Surprisingly this behaviour happens in the real world and efficient internal control system and audit controls are called for further investigation. The Know-All: There are certain managers who think they will take decisions without consulting their subordinates not realising that, the said capital equipment will only work with certain additional equipment. In one case, although the subordinates were not consulted, yet they knew the know-all manager was buying a fixed asset; they remained silent knowing this machine might need additional parts to operate. Eventually, there was a problem and the subordinates were very pleased when things went wrong. To conclude, this highlights the importance of participation and meeting to discuss on capital investment in non-current assets. Hannagan, 2008, p. 569). Effects of Budgeting Slack (Bias): Budgeting slack creates an environment where budgeting goals are not met or exceeded. Employees therefore fail to maximise sales and minimising costs and actually rather providing incentives to overspending as managers’ fear losing money in subsequent years and above all, budget slack encourage waste. Cause s of Budget Slack: The problem of budget slacks is inevitable when the previous year’s budgeting is used as a basis for preparing the current budget as shown on diagram 1. This approach is known as ‘Incremental Budgeting’ being used by Langdale Ltd. Though, provisions are made for inflation, increased activities and easily to use and understand by managers and above all less costly to operate, incremental budgets have some draw-backs such as not considering operation priorities, not objective orientated hence leading to manipulation of budget figures and encourages â€Å"Spend it or Lose† mentality. Consequently, BPP (2005, p. 303) has recommended that, to eliminate budget slack, the alternative budget to adopt is ‘Zero-Based’ budgeting. Nevertheless, zero-based budgeting is mostly use in services companies such as Governmental organisations and non-governmental organisations. Conclusion: Debatably, Langdale Ltd being a publishing company, an alternative budgeting to improve incremental budgeting is Activity-based budgeting (ABB). ABB is contemporary approach to financial planning. It establishes the relationship between cost and activities. Resources are allocated to each activity which provides in-depth details especially regarding overheads because; ABB permits the identification of adding a value to activities and the cost drivers of such operations. It minimising the utilisation of resources by focusing on how to increase productivity. Furthermore, ABB will provide the company opportunity of focusing on why you need to undertake certain activities, how often to perform them and their relative cost. Certainly, this approach of budgeting will enhance on processing information and products of wasteful activities that may reduce and re-deploy the company’s resources for potential alternatives. Finally, in manufacturing sector being the scope of Langdale Ltd; ABB can enable the company to quantify decisions as follows: * Reduction in Set-up and machine repairs. * Facilitates detailed analysis of cost consequently, lead to avoid certain cost. Part B: Cash Budget: | | | | | Duncan Distilleries Plc. Cash Budget for July to September 2011. | | | July| August| September| | | ? ’000| ? ’000| ? ’000| Sales (50% IN 30 Days)| Note 6| 180| 180| 375| (50% in 60 Days)| | 180| 345| 345| Bank Loan| Given| | 100| 100| Total inflows| | 360| 625| 820| | | | | | Outflows:| | | | | Fixed cost| Note 1. 1| 32| 32| 32| Material| | 194| 312| 349| Variable cost| Note 2. 1| 208| 233| 235| Fixed Selling and Distribution | Note 3. 3| 3| 3| 3| Variable Selling and distribution| Note 3. 1| 14| 15| 18| Administration| Given| 18| 18| 18| | | | | | Finance Costs:| | | | | Bank interest| Note 4| -| 1| 2| Financing Costs (repayment)| | 0| 0| 0| Total Outflows| | 469| 614| 657| | | | | | Net Cashflow| | -109| 11| 163| Opening Balance| | 25| -84| -73| Closing Balance| | -84| -73| 90| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | Interpretaion of Cash Budget: The cash budget alerts Duncan’s management the company run into deficit in July and August. Although, the cash inflow in September will show surplus yet the financial position of the company is not strong since the first repayment of ? 50,000 loan will be due in 1st October. As a result, management has to negotiate with their bankers to extend the repayment to November. The company could also use different method of sales such as online in order to reduce variable selling and distribution cost. Finally, since the cost of material is quiet high, management could ask for more flexible terms of payment to their suppliers in percentage terms Scarlett (2009). References: BPP Learning Media, 2007. Advance Performance Management. 1st ed. London: BPP Learning Media Ltd. BPP, 2005. Management Accounting – Performance Evaluation. 2nd ed. London: BPP Professional Education. Dugdale,D. & Lyne, S. , 2010. Budgeting Practice and Organisation structure, Oxford: s. n. Hannagan, T. , 2008. Management Concept & Practices. In: 5, ed. Management Concept & Practices. Harlow. Essex: Pearson Education Limited, p. 560. Hopwood, A. , 1972. An Empirical Study of the Role of Accounting Data in Performance Evaluation. [Online], vol. 10, pp. 156-182. Available from: http:/www. jstor. org/stable/248970 [Accessed 10 December 2011]. Keuning, D. , 1997. Management A Contemporary Approach. London: Pitman Publishing. Michael, A. , 2007. Beyound Budgeting. [Online] . Available from: www. cimaglobal. com [Accessed 10 November 2011]. Tan, J. & Peng, M. , 2003. The Role of Organizational Slack: Theory and Evidence. [Online], vol. 24, pp. 1251-1252. Available from: http://www. utdallas. edu [Accessed 10 December 2011]. Walker, J. , 2004. Home. [Online] . Available from: http://maaw. info/ArticleSummaries/ArtSumWalkerJohnson99. htm [Accessed 27 November 2011]. Walther, L. , n. d. Home. [Online]. Available from: http://www. rinciplesofaccounting. com/chapter21/chapter21. html [Accessed 26 November 2011]. Bibliography: BPP Learning Media, 2007. Advance Performance Management. 1st ed. London: BPP Learning Media Ltd. BPP, 2005. Management Accounting – Performance Evaluation. 2nd ed. London: BPP Professional Education. Dugdale , D. & Lyne, S. , 2010. Budgeting Practice and Organisation structure, Oxford: s. n. Hannagan, T. , 2008. Managem ent Concept & Practices. In: 5, ed. Management Concept & Practices. Harlow. Essex: Pearson Education Limited, p. 560. Hopwood, A. , 1972. An Empirical Study of the Role of Accounting Data in Performance Evaluation. [Online] Available from: http:/www. jstor. org/stable/248970 [Accessed 10 December 2011]. Keuning, D. , 1997. Management A Contemporary Approach. London: Pitman Publishing. MAAW, 2004. Home. [Online] Available from: http://maaw. info/ArticleSummaries/ArtSumVanderStede2000. htm [Accessed 27 November 2011]. Michael, A. , 2007. Beyound Budgeting. [Online] Available from: www. cimaglobal. com [Accessed 10 November 2011]. Scarlett, R. , 2009. Performance Operations. Oxford: Cima Publishing. Tan, J. & Peng, M. , 2003. The Role of Organizational Slack: Theory and Evidence. [Online] Available from: http://www. utdallas. edu [Accessed 10 December 2011]. Walker, J. , 2004. Home. [Online] Available from: http://maaw. info/ArticleSummaries/ArtSumWalkerJohnson99. htm [Accessed 27 November 2011]. Walther, L. , n. d. Home. [Online] Available from: http://www. principlesofaccounting. com/chapter21/chapter21. html [Accessed 26 November 2011]. Appendices: A. Calculations – Cash Budget B. Journal – The Role of Organization Slack C. Journal – An Empirical Study of the Role of Accounting Data in Performance Evaluation

Professional Development Plan LDR 531 Essay - 987 Words

Professional Development Plan Organizational Leadership/LDR 531 November 11, 2013 Professional Development Plan The goal of this essay is to develop a plan that will address the characteristics of â€Å"Learning Team D† including the team member designated as manager. If the plan is effective it can be used to determine the needs of the learning team. It can also be used a as a tool for the members to assess their skills, strengths, areas needing improvement, and the resources needed to help them reach their career goals. DISC Assessment During week one of organizational leadership all of the members of â€Å"Learning Team D† took the DISC Platinum rule; a behavioral style assessment that breaks down the individuals†¦show more content†¦Their primarily driven by personal goals set to an internal timetable that requires they accomplish bigger and better goals. The pioneer is more guarded and less direct. This person is driven by being in a position to direct and redirect task accomplishments. They often pursue unique accomplishments. The master-minder is more guarded and less indirect. They are driven by opportunities for unique and significant personal accomplishments. Often this person allows actions to speak for them more than their words. An e-graph (see Table 1 page 3) has been included in this document which lists all of the team members and where they fall on the in relation to each other. Tendencies â€Å"Teamwork is critical to successful use of talent, skills, knowledge and labor in a globally competitive marketplace. All members of a team and organization have something to share with others and something to learn† (Kaye, Hogan, 1999). Combined â€Å"Learning Team D† has a lot of strengths some of the innate tendencies are that a majority of the team is tenacious. As a whole they seek to get things done quickly. 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