Jealousy and Desire in Ovids Metamorphoses Essay -- Ovid Metamorphose

Jealousy and Desire in Ovid's Metamorphoses      Ã‚   Passionate lust is a blinding force. When jealousy and desire control actions, the outcome is never what it is envisioned to be. Ovid's Metamorphoses provides an clear example of love turned terribly wrong. Throughout the novel, overwhelming desire controls actions and emotions, leaving behind sadness and grief wherever it strikes. With this kind of love, nobody gets what he or she wants in the end.    The first strong example of unsatisfactory endings can be found in Book Four, in the story of "The Sun-god and Leucothoe." Phoebus has a strong desire for Leucothoe, and the two begin a fiery affair. Clytie, one of the girls whom Phoebus had rejected, is insanely green with envy, and snitches on Phoebus and Leucothoe's affair. The outcome is disheartening; Leucothoe is buried alive, Phoebus is grief-stricken, and Clytie still doesn't get the man she wanted. Everyone loses.    "And as for Clytie, / Love might have been a reason for her sorrow, / And sorrow for telling tales. . . Since she was so used to love, and almost crazy / for lack of it, she pined away" (Ovid 89).    This exemplifies the blinding affect that love can take on people. If Clytie had taken time to think out her actions, she would have seen what the outcome would have been like. If Phoebus didn't want her before he met Leucothoe, why would he want Clytie after she had taken his love away from him? There was not logic in Clytie's actions, only vehement love.    One could argue that the love displayed in the novel is actually not love at all, but pure longing and lust. If the characters really felt love, they would think about the other person and want him or her ... ...Circe's satisfaction that Picus would be with no other woman. She says, "You shall be punished for this, you shall not be given / To Canens any more, and you will learn / What a woman, scorned in love, can do, that woman / Being Circe, loved and scorned!" (Ovid 350).    People often do crazy things for those individuals they love or think they love. When desire and jealousy overpower the ability to think clearly, the consequences are almost always catastrophic. One could learn a lesson from these stories or just be amused with how closely it resembles something that has been seen or experienced recently. Either way, the ending is always the same, and everyone can relate to the feelings portrayed.    Work Cited Ovid.   Metamorphoses.   The Norton Anthology of World Masterpieces.   Ed. Maynard Mack.   5th edition.   New York: Norton 1987.   

Beer Et Al’s (1984) Harvard Model of Hrm Notes Essay

Despite almost two decades of debate in the mainstream literature around the nature of human resource management (HRM), its intellectual boundaries and its application in practice, the field continues to be dogged by a number of theoretical and practical limitations. This book is intended to provide students with a relatively advanced and critical discussion of the key debates and themes around HRM as it is conceptualized and operationalized in the early part of the twenty-first century. Thus the current contribution is intended to be in the tradition of Storey (2007) and Legge (1995) and aims to provide students with a well-grounded and critical overview of the key issues surrounding HRM from a theoretical and practical perspective. In doing so we draw on contributions from the leading scholars in the field who provide detailed discussions on key debates in their respective offerings. In this introduction we provide the context for the book though considering a number of overarching themes within which key debates in the field of HRM are situated. Specifically, we provide a summary discussion of the theoretical and intellectual boundaries of HRM, consider its emergence in historical context and identify some of the pervasive contradictions and limitations which prevail in the literature. Finally we provide a short outline of the structure and content of this volume. HRM defined Our discussion begins by considering what HRM actually means. Given the importance of definition in understanding the boundaries of a field, this issue is clearly an important point of departure. However, this question is more difficult to answer than one would expect, since from its emergence HRM has been dogged by the still largely unresolved ambiguity surrounding its definition. As Blyton and Turnbull (1992:2) note ‘The ways in which the term is used by academics and practitioners indicates both variations in meaning and significantly different emphases on what constitutes its core components’. One of the dominant definitions (in the UK at least) has been to define HRM as a contested domain, with rival soft and hard approaches. The soft approach to HRM is generally associated with the Harvard School and in particular the writings of Michael Beer and colleagues (see Beer et al., 1984; Beer and Spector, 1985; Walton and Lawrence, 1985). The soft school emphasizes the importance of aligning HR policies with organizational strategy; it emphasizes the role of employees as a valuable asset and source of competitive advantage through their commitment adaptability and quality (Legge, 1995; D’Art, 2002). It stresses gaining employee commitment to the organization through the use of a congruent suite of HRM policies. Soft HRM draws on behavioural sciences in particular, with strong resonance with the human relations school, while the concept of human growth, which is central to its theory, echoes ‘all-American’ theories of motivation, from McGregor’s Theory Y to Maslow’s Hierarchy of Needs (Legge, 1995). Hence it is sometimes conceptualized as ‘developmental humanism’ (Storey, 1989; Legge, 1995). HRM is operationalized in terms of strategic interventions designed to develop resourceful employees and to elicit their commitment to the organizational goal (Storey, 1992). However, sceptics have conceptualized soft HRM as the ‘iron fist in the velvet glove’, arguing that the theory of soft HRM ‘reduced †¦ the complex debate about the role of people in work organizations to the simplistic dogma of an economic model which even its â€Å"creator† Adam Smith would probably not have wished applied in such an indiscriminate manner’ (Hart, 1993:29–30). Another uncharitable definition of soft HRM is that it constituted a desperate rearguard action by liberal academics and practitioners, mostly writing in the United States, to sell more humane forms of managing people to essentially conservative owner interests that have in increasing numbers ruthlessly pressed for a maximization of short term profits, regardless of the cost to both employees and the long term good of the organization. In other words, soft HRM is about trying to encourage firms to be ‘nicer’ to their people, on the basis that such ‘niceness’ is likely to translate into greater commitment and productivity, and hence, even more profits. Soft HRM stands in contrast with the hard variant. Hard HRM is generally associated with the Michigan School (Forbrun et al., 1984). Its emphasis is on the use of human resource (HR) systems to ‘drive’ the attainment of the strategic objectives of the organizations (Forbrun et al., 1984). While sof t HRM emphasizes the human element of HRM, the emphasis of the hard approach is very much on the resource as a means of maximizing shareholder value over the short term. The duty of managers is quite simply to make money for owners, and a focus on other issues such as employee rights is simply a distraction: rather, by focusing on returns, the organization will perform most efficiently, which ultimately is in the interests of all. It has been argued that, in the tradition of Taylorism and Fordism, employees are viewed as a factor of production that should be rationally managed and deployed in quantitative and calculative terms in line with business strategy (Tyson and Fell, 1986; Storey, 1992). However, rather different to classic Taylorism or Fordism, job security in the new hard HRM is seen as an unnecessary luxury, whilst pay rates are to be kept to the lowest level the external labour market would permit: there is little mention in the literature illustrating how hard HRM echoes Henry Ford’s famous commitment to a 5 dollar/day wage. Human resource policies in the hard variant are designed to be both internally consistent and externally ali gned with the organizational strategy. These interventions are designed to ensure full utilization of the labour resource (Storey, 1992). It is legitimized and finds its impetus from a market-responsive frame of reference (Storey, 2007). At the extreme, implicit contracts regarding pensions and tenure are seen as hampering effective management: these should, if possible, be jettisoned, with employee rights being pared back as much a possible. Critics of this point of view have argued that such a focus is likely to make for higher staff turnover rates, with the inevitable loss of job specific skills and accumulated wisdom, low trust, low levels of organizational commitment, and hence, higher transaction costs (see Marsden, 1999). In other words, hard HRM is likely to make organizations less efficient. It could be argued that most successful incrementally innovative high value added manufacturing firms have shunned hard HRM. In contrast, it has been more widely deployed in more volatile areas of economic activity, such as f inancial services. A second and simpler way of viewing things is that HRM in the narrow sense can be defined as a strategic approach to managing employees, which came to the forefront in the liberal market economies, particularly the US and the UK, in the 1980s. Whilst having both soft (‘people friendly’) and hard (‘people as a resource to be deployed, utilized, and, if need be disposed of’) variations, common to this approach was an emphasis on optimal shareholder outcomes, with enhancing outcomes for other stakeholders being at the best a secondary objective, and at worst, an unnecessary distraction. This ‘two sides of the same coin’ point of view argues that, since the end of the long boom that lasted from the post World War II period up until the 1970s, there has been a period of erratic and unstable growth and recession. This period has been characterized by employers gaining the upper hand over employees, on account of the very much weaker bargaining position of the latter (cf. Kelly 1998). Given this, managers – particularly in the liberal market economies, such as the US and UK, where workers have historically had fewer rights under both law and convention – have taken the opportunity to fundamentally change the way they manage people. This has taken the form of systematic attempts to undermine collective bargaining with unions, replacing this with weak forms of consultation with individual employees. Collective employment contracts – where workers performing similar jobs are rewarded according to a pre-agreed pay scale – are replaced with individual ones, with employees being rewarded on the basis of regularly appraised performance, and/or through pay rates simply being linked to outputs. In other words, the role of the employee in the firm is not a dynamic and, in som e sense, negotiated relationship, but rather simply the deployment of a resource, in the same way a firm would deploy other physical resources, such as raw materials. A third way of looking at things is to simply conceptualize HRM as little more than a renaming of personnel management. In this vein, writers such as Armstrong (1987) describe HRM as ‘old wine in new bottles’, while Guest (1987) pointed to the fact that many personnel departments changed their names to HRM departments, with little evidence of any change in role. In practice, this would suggest that much HR work really concerns the administration of systems governing the administration of pay, promotion and recruitment procedures, etc. In turn, this would imply that HR managers are likely to lack power within the organization and have little say in setting real organizational strategies. Finally, HRM may be defined broadly in terms of including all aspects of managing people in organizations and the ways in which organizations respond to the actions of employees, either individually or collectively. The value of this catch all term is that it describes the wide range of issues surrounding both the employment contract, situations where an employment contract has yet to be agreed on (recruitment and selection), and ways in which employees may be involved and participate in areas not directly governed by the employment contract to make working life more agreeable and/or to genuinely empower people. In other words, it goes beyond simply ‘industrial relations’ or ‘employment relations’. The terms ‘personnel administration’ or ‘personnel management’ would not provide a totally accurate label, given their administrative and non-strategic connotations. Some insights into the different ways HRM has been conceived have been provided by the Keele University affair in 2007–2008. A conservative university administration resolved to restructure business and management studies in the university through the simple device of making acade mics that had formally specialized in ‘industrial relations’ redundant. In many respects, this was a surprising decision, given robust student numbers, and the fact that industrial relations research was one area where Keele had gained an excellent reputation. Backed up by the findings of a committee of external ‘experts’, university administration implied that industrial relations academics were likely to be less capable of teaching HRM, and, by implication, had skills sets not relevant to modern business education. Tellingly, a petition signed by many leading HRM and industrial relations academics in Britain, in response to this decision, included a statement that HRM could not be separated from industrial relations, and that the skills necessary to teach industrial relations could broadly be applied to understanding HRM. In other words, HRM was simply a collective noun describing work and employment relations in the broadest possible sense, and was not really about special new skills, or a new and different agenda (see www.bura.org.uk). The preceding discussion highlights the ambiguity around the boundaries of HRM. These differences are summarized in Table 1.1. The tension around definition persists in the literature and a central theme in this volume is highlighting the contradictions between these two broad understandings of HRM. We argue that for ethical and sustainability reasons, more stakeholder orientated approaches to people management are preferable, with shareholder dominant approaches facing both quotidian micro-crises at firm (encompassing problems of human capital development and commitment) and at macro-economic (encompassing problems of excessive speculation-driven volatility, industrial decline, and chronic balance of payments problems) levels. HRM and personnel management compared As noted above, a key point of reference in definitions on HRM is through comparing it with its predecessor – personnel management. Although this debate is somewhat dated, it remains important. Thus it merits summary discussion. During the early days of HRM’s emergence as a mainstream approach to people management a number of commentators were sceptical about the extent to which it represented something different to its predecessor – personnel management. Over time it has become apparent that there are substantive differences between the two, Table 1.1 Definitions of HRM†¦ Definition | Implication | Contested domain | HRM is a contested domain, with two rival paradigms, hard and soft HRM | Two sides of the same coin | Whether hard or soft, HRM is about the management of people in a particular, new way. This may involve the use of strategy to manage people, or simply reflect structural changes that have strengthened management at the expense of employees | ‘New wine in old bottles’ | HRM is little more than the extension of traditional personnel management | Collective noun | HRM is a commonly reflected description for a range of practices associated with managing work and employment relations | At least at a theoretical level. In illuminating these differences a brief discussion on personnel management is merited (for a full discussion, see Legge, 1995). While there are a number of accepted definitions of personnel management, some of which in the US context are closer to accepted definitions of HRM (see Kaufman, 2001; Strauss, 2001), there is a degree of consensus as to its key characteristics. First, personnel management is largely conceived as a downstream activity with a limited strategic role. And, despite the rhetoric, HRM is often not that strategic: after all, both hard and soft HRM ultimately depict HRM as a transmission belt, passing down an agenda of shareholder value. Further, personnel management is generally considered to be reactive and piecemeal with little integration between its various elements. One of the greatest management thinkers – if popular management writing can be considered thought at all – of the last century, Peter Drucker (1961:269), neatly summarized the personnel role as ‘a collection of incidental techniques with little internal cohesion. As personnel administration conceives the job of managing worker and work, it is partly a file clerk’s job, partly a house keeping job, partly a social worker’s job and partly fire-fighting to head off union trouble or to settle it’. This limited role is alluded to by Legge’s (1995:88) observation that ‘in the UK â€Å"personnel management† evokes i mages of do-gooding specialists trying to constrain line managers, of weakly kowtowing to militant unions, of both lacking power and having too much power’. Indeed it has been argued that the perceived welfare role of the personnel function was one aspect of it that limited its credibility as a managerial function. It also resulted in females playing a key role in personnel in its formative years in the UK context (Legge, 1995). A scrutiny of the gender composition of classes at many Chartered Institute of Personnel and Development approved training centres provides some corroboration for the gendered nature of much HR work. A further dimension of the broad personnel role in the UK was its key role in negotiating with trade unions, a characteristic which points toward the fire-fighting role of personnel. Indeed, it was this element of the role that bought increasing numbers of males into the profession (Gunnigle et al., 2006). However, more recent evidence in the UK points to a shift in the balance towards a greater feminization of the HR function (Kersley et al., 2006:69). This engagement with trade unions points to a collectivist orientation and, owing to the historical prominence of trade unions, particularly in the UK and Ireland, personnel management became infused with a pluralist frame of reference (Flanders 1964). Given the importance of bargaining, managing the industrial relationship gained a distinct identity: it is worth noting that the divide between basic personnel management and industrial relations persists in the academic literature, with, as a general rule, those academic journals focusing on the former having low prestige, and on the latter, high prestige. Newer explicitly HR journals represent something of a cross over and incorporate aspects of both, as well as insights from, other disciplines. The preceding discussion suggests that HRM and personnel management – and industrial relations – may differ in a number of substantive ways. The first is that HRM is conceived as having a more strategic role and hence elevated t o the top management table, suggesting a more upstream role, even if, in practice, this has been little more than wishful thinking. Nonetheless, HRM does concern attempts to develop an integrated and congruent set of HR policies as opposed to the piecemeal approach apparent in the traditional personnel role. Furthermore, HR policy and practice is also targeted at the individual level. This is reflected in the preference for individual performance related pay, individual communication mechanisms, employee opinion surveys and the like. A final key distinguishing factor is that, reflective of the individualist orientation, HRM is premised on a unitarist understanding of conflict. Unitarism suggests that there are no intrinsic conflicts of interest in the employment relationship as all within the organization are working toward a common goal for the success of the organization. The common goal is reflected in the idea that there is a single source of authority within the organization – management. Given that there are argued to be no conflicts of interest within the organization – conflicts are caused b y breakdowns in communication or by troublemakers. Conflict should be suppressed by improving communication or removing troublemakers from the organization. Unions are opposed on two grounds: (1) there are no conflicts of interest within the workplace and thus they are unnecessary and (2) they would represent an alternative source of authority. Alternatively, unions may be co-opted to the managerial agenda, through ‘partnership’, with unions trading off militancy for continued recognition, and the benefits that would arguably flow from greater organizational competitiveness. More critical strands of the HR literature suggest that this focus is mistaken, that employees often retain a collective identity, and that managerial power will inevitably continue to be challenged in ways that would make new accommodations necessary if the organization is to work in the most effective way. http://lib.myilibrary.com/Open.aspx?id=223448&src=0#

Women s Leadership And The Barriers That Women Face Essay

Women run the World. Women are essential to the world, without women the world would not be able to continue to populate and grow. So why are women not given the credit that they deserve in the corporate world? In this paper I will be discussing what women go through in leadership, the pros and cons of women in leadership and the barriers that women face in the work place. I will also discuss the role that men play in leadership and the different leadership styles that men have compared to women. In this paper I will discuss both legal and ethical viewpoints. Leadership Execution Transformation Among Men and Women 3 â€Å"Leadership Execution Transformations Among Men and Women† Women still have challenges in the work force and still are not looked at in the same eye as a man in the world. In today’s society gender, should not be effected when it comes to roles in leadership, promotions or anything blocking the form of an elevation in the corporate work or work place. 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The Importance Of Competency Skills For Counseling

When I first stated I was interested in counseling, I thought all I had to do was sit in a chair and listen. I have learned there is a lot more to counseling than just sitting there and listening, you must learn to use competency skills as well. Looking over the 14 personal competencies which includes: 1) Be nonjudgmental; 2) be flexible; 3) be resourceful; 4) personal observations; 5) pay attention to thoughts and feelings; 6) listen carefully; 7) observe attentively; 8) assume complexity; 9) tolerate the stress of uncertainty; 10) have patience; 11) manage personal biases and stereotypes; 12) keep a sense of humor; 13) show respect; and 14) show empathy, I plan to rate myself on a scale of 1(low) to 10 (high) to see what areas are my†¦show more content†¦It does not mean I haven’t been disrespected, it just means that when that happens I can always turn to that person and reply, â€Å"I’m sorry did I disrespect you in anyway because you are disrespecting me and I will not accept it?† I was fortunate enough to be educated on how to use the internet to find resources of any kind, so for me being resourceful is another area that I feel I would rate very high. My family teases me with the nickname of â€Å"google master†, because if there is a need, they know I can locate it without a doubt. I listed more than 3 because it was hard to leave them out, but of the highest ranked competencies, being flexible would be another one to mention. I go over and above to accommodate others. I always make sure those in need can be accommodated. I am a true care giver and I take that to heart. Now that my life has gone through a transitional stage, I look back and see how accommodating I was to others, almost to the stage of being used. I made sure if my phone rung, I answered. If they needed me to watch the kids, I was available. My vocabulary did not include â€Å"no† unless you offered me brussel sprouts. Now that I have written m y strengths I can see where some of them overlapped. My lowest competencies would be: flexible, listen carefully, pay attention to thoughts and feelings, and be nonjudgmental. On the four listed above I rated myself a 4. 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To Kill a Mockingbird by Harper Lee - 785 Words

In the book to â€Å"To Kill a Mockingbird† by Harper Lee there is one very important character in the book that is not present, the Mother of Jem and Scout. Their mother died when Jem was six and Scout was two. This is when Cal steps in to mother the children. Later on in the book Aunt Alexandra comes to live with them to help with Scouts becoming of a lady. Atticus their father tries’s his best to guide them in the right direction. Things would definitely be different if the Mother was still alive. Atticus is the one who is affected the most by the death of the mother. If her death had not taken place he would not have become so close to both Jem and Scout. Atticus would go to work, come home, and read. Never having much to do with any of the family. This is just how things were back then. The mother cared for the kids and the father went to work. Without her death Scout and Jem would have grown up with different views then the one Atticus thought them. Cal is the mai d of the house, not slave those were already abolished. She was black and therefor her only means of income is through the Finches. Since the mother is dead Cal is the â€Å"mother† figure in the house. With their real mother around Cal would not have the relationship she has with the family. Her love for the children would turn bitter, for the fact that she would be cleaning, cooking, and watching the kids while there was a mother around to do it. The bond her and Atticus have would no longer be. It would simply turnShow MoreRelatedKill A Mockingbird By Harper Lee1049 Words   |  5 PagesTo Kill a Mockingbird: How a Story could be based on True Events in Everyday LifeDaisy GaskinsCoastal Pines Technical Collegeâ€Æ'Harper Lee was born in Monroeville, Alabama. Her father was a former newspaper editor and proprietor, who had served as a state senator and practiced as a lawyer in Monroeville. Also Finch was known as the maiden name of Lee’s mother. With that being sa id Harper Lee became a writer like her father, but she became a American writer, famous for her race relations novel â€Å"ToRead MoreTo Kill a Mockingbird by Harper Lee1000 Words   |  4 Pagesworld-wide recognition to the many faces of prejudice is an accomplishment of its own. Author Harper Lee has had the honor to accomplish just that through her novel, To Kill a Mockingbird, a moving and inspirational story about a young girl learning the difference between the good and the bad of the world. In the small town of Monroeville, Alabama, Nelle Harper Lee was born on April 28, 1926. Growing up, Harper Lee had three siblings: two sisters and an older brother. She and her siblings grew up modestlyRead MoreKill A Mockingbird By Harper Lee873 Words   |  4 PagesIn the book, To Kill a Mockingbird, Harper Lee illustrates that â€Å"it’s a sin to kill a mockingbird† throughout the novel by writing innocent characters that have been harmed by evil. Tom Robinson’s persecution is a symbol for the death of a mockingbird. The hunters shooting the bird would in this case be the Maycomb County folk. Lee sets the time in the story in the early 1950s, when the Great Depression was going on and there was poverty everywhere. The mindset of people back then was that blackRead MoreKill A Mockingbird By Harper Lee1290 Words   |  6 PagesHarper Lee published To Kill a Mockingbird during a rough period in American history, also known as the Civil Rights Movement. This plot dives into the social issues faced by African-Americans in the south, like Tom Robinson. Lee felt that the unfair treatment towards blacks were persistent, not coming to an end any time in the foreseeable future. This dark movement drove her to publish this novel hopeful that it would encourage the society to realize that the harsh racism must stop. Lee effectivelyRead MoreHarper Lee and to Kill a Mockingbird931 Words   |  4 PagesHarper Lee and her Works Harper Lee knew first hand about the life in the south in the 1930s. She was born in Monroeville, Alabama in 1926 (Castleman 2). Harper Lee was described by one of her friends as Queen of the Tomboys (Castleman 3). Scout Finch, the main character of Lees Novel, To Kill a Mockinbird, was also a tomboy. Many aspects of To Kill a Mockingbird are autobiographical (Castleman 3). Harper Lees parents were Amasa Coleman Lee and Frances Finch Lee. She was the youngestRead MoreKill A Mockingbird By Harper Lee963 Words   |  4 Pagesgrowing up, when older characters give advice to children or siblings.Growing up is used frequently in the novel To Kill a Mockingbird by Harper Lee. Harper Lee uses the theme growing up in To Kill a Mockingbird to change characters opinion, develop characters through their world, and utilizes prejudice to reveal growing up. One major cause growing up is used in To Kill a Mockingbird is to represent a change of opinion. One part growing up was shown in is through the trial in part two of the novelRead MoreKill A Mockingbird By Harper Lee1052 Words   |  5 PagesTo Kill a Mockingbird by Harper Lee takes place in Maycomb County, Alabama in the late 30s early 40s , after the great depression when poverty and unemployment were widespread throughout the United States. Why is the preconception of racism, discrimination, and antagonism so highly related to some of the characters in this book? People often have a preconceived idea or are biased about one’s decision to live, dress, or talk. Throughout To Kill a Mockingbird, Harper Lee examines the preconceptionRead MoreKill A Mockingbird, By Harper Lee1197 Words   |  5 Pagessuch as crops, houses, and land, and money was awfully limited. These conflicts construct Harper Lee’s novel, To Kill a Mocking Bird. In To Kill a Mocking Bird, Lee establ ishes the concurrence of good and evil, meaning whether people are naturally good or naturally evil. Lee uses symbolism, characterization, and plot to portray the instinctive of good and evil. To Kill a Mocking Bird, a novel by Harper Lee takes place during the 1930s in the Southern United States. The protagonist, Scout Finch,Read MoreKill A Mockingbird By Harper Lee1695 Words   |  7 PagesIn To Kill a Mockingbird Harper Lee presents as a ‘tired old town’ where the inhabitants have ‘nowhere to go’ it is set in the 1930s when prejudices and racism were at a peak. Lee uses Maycomb town to highlight prejudices, racism, poverty and social inequality. In chapter 2 Lee presents the town of Maycomb to be poverty stricken, emphasised through the characterisation of Walter Cunningham. When it is discovered he has no lunch on the first day of school, Scout tries to explain the situation to MissRead MoreKill A Mockingbird By Harper Lee1876 Words   |  8 PagesThough Harper Lee only published two novels, her accomplishments are abundant. Throughout her career Lee claimed: the Presidential Medal of Freedom, Pulitzer Prize for Fiction, Goodreads Choice Awards Best Fiction, and Quill Award for Audio Book. Lee was also inducted into the American Academy of Arts and Letters. This honor society is a huge accomplishment and is considered the highest recognition for artistic talent and accomplishment in the United States. Along with these accomplishments, her

Auditng and Assurance Standards Professional Accountants

Questions: 1. The following are a number of different situations where there may be violations of the ethical principles .You are asked to state whether there has been a violation of the Accountants Code of Ethics and state which ethical principle has been violated briefly providing a reason for your opinion: (a) Peter Harmon , professional accountant, does the bookkeeping, prepares the tax returns and provides various management services for Bunker L td .When providing these services it frequently advises its clients to buy its computer equipment from Computer Services Ltd. Computer Services has agreed to pay Harmon a 10% commission if the referral leads to sales for Computer Services . (b)David Smith ,an auditor ,was asked by Allied Insurance,for its help in finding clients. David Smith subsequently referred ten clients to the insurance company without letting them know. (c) Wrench and company,Chartered Accountants,keeps details of its clients in its computer records at its office .Since i t also has time available it will allow its clients to use its computers if they requirethem.If necessary Wrench will arrange for members of its staff,mainly administration but sometimes from the audit branch to assist with the input of data for these clients.The staff from the Audit section can be involved in the audit of clients, depending upon the Audit Partners requirements. (d)Stephanie Barry has an audit client,Williams Pty Ltd ,which uses another public accountant forits management services work. Barry sends her firms literature regarding its management services capabilities to Williams on a monthly basis,unsolicited . 2. Indicate the type of opinion that should be expressed in each of the following situations,providing reasons for your choice. (c) Management have excluded from the financial report the necessary disclosures in relation toa contingent liability .If this becomes an actual liability it will have a material effect on the financial report. (d) A significant proportion of a retailers sales are on a cash basis and inadequate records have been maintained. There are no audit tests that can be done to assure yourself that cash sales are accurate. (e)You have been asked to do the audit for a new client this financial year .While you are satisfied that there appears to be no material misstatements for the information during the current financial year the client will not provide any information about the opening balances of accounts at the start of the financial year. (f) You have just started auditing the financial statements of a client which has not been followingthe Australian Accounting Standards since it began operating five years ago. Answers: 1. a) APES 110, Code of Ethics for Professional Accountants clearly states in Section 240 that an auditor has full rights to enter into an arrangement with any dealer or such other shop keeper wherein he would be entitled to receive a referral fee if any of his recommended clients buy something from them. However the same is acceptable only once it is disclosed to the concerned client about such an arrangement mentioning the details about the dealer and the calculation of such a fee (APESB, 2010). Therefore in this case Peter Harmon is said to have violated the APES 110 as he had not informed the client about his agreement with Computer Services Limited. b) An auditor is expected to maintain confidentiality in his conduct. It is a pre-requisite of the said profession and hence giving away details about the client to any third party be it an insurance company also should be done after prior consent form the client (cpaaustralia.com., 2014). Therefore in this case David had not taken any assent from the client and forwarded their contacts to Allied Insurance which was in contravention to the ethical code of conduct which details about maintenance of secrecy of client data. c) A professional is entitled to perform one task at a time i.e. either audit or non-audit. Simple reason behind the same is the maintenance of independence. An auditors profession requires him to be independent and unbiased in his conduct and performing those two tasks of the client would be contradicting the same (Causholli et.al. 2015),. However if the auditor takes due permission from the client for doing both the tasks then the same is allowable but at the same time the work has to be again checked by another auditor of the same firm so as to be doubly sure about the maintenance of integrity and objectivity. Thus the auditing staff can do the book keeping work as well but only after getting due permission from the client. d) The fundamental principles of the auditing profession clearly mentions that an auditor can advertise his professional work but in a certain specific manner so that it does not bring any kind of disregard to the profession. On critically understanding the said case it is concluded that the performance of Barry is unethical and that he has not complied with the basic principles of professionalism by sending the management services to the client without is assent just to snatch away the work being performed by other auditor(ethicsboard.org., 2012). Therefore Stephanie Barrys act brings disrepute to the auditing profession. 2. c) Liabilities which are reflected at the bottom of the line of balance sheet are contingent liabilities and they are an inseparable part of the financial statements. They generally show the liability that may arise in future and is materialistic in nature to the extent that it would have a major financial impact on the company. Thus its disclosure is a must since the investors and the other users of the financial statements take decisions with regards their investments basis the financial statements and this item also is a contributor to the same (aasb.gov.au., 2011). Therefore an auditor should ensure that such contingent liabilities should be adequately disclosed and if not then an adverse opinion should be given. Hence in this scenario since the management has excluded the disclosure of the said liability, the auditor is to give a qualified audit report. d) Maintaining books of accounts is a must for all entities even if it conducts its major part of sales in cash. If the books of accounts are not prepared in a timely manner then the same would be impossible for the auditor to conduct the audit. Thus in the present scenario the auditor will not be able to commence his work of audit at all thus would not be able to give any opinion as such. e) Verification of opening balances is one of the main stages of an audit and the first as well. Without verifying last years closing balances it would difficult to decide upon the correctness of balances since if the opening balances are incorrect then it would show an incorrect account balance at the end of the present year as well and the same would be carried forward year on year basis. Thus even if the client does not permit the auditor to verify the same, he should take all steps to try to assure himself about the sanctity of the opening balances. Further to this even if the auditor is able to verify the same, he should give a negative opinion just to safeguard himself against any future legalities. f) It is a compulsion for all the entities which are registered in Australia to maintain their financial statements as per the Australian Accounting Standards. However, if any company does not maintain so then the auditor should ask the company to again prepare the books of accounts as per the said standards (aasb.gov.au. 2012). Even after intimation if the Company does not then the auditor should give a qualified report stating the said fact. References APESB, (2010), APES 110 Code of Ethics for Professional Accountants, https://www.apesb.org.au/uploads/standards/apesb_standards/standard1.pdf aasb.gov.au., (2011), AASB 137 -Provisions, Contingent Liabilities and Contingent Assets, https://www.aasb.gov.au/admin/file/content105/c9/AASB137_07-04_COMPoct10_01-11.pdf aasb.gov.au., (2012), AASB 101- Presentation of Financial Statements, https://www.aasb.gov.au/admin/file/content105/c9/AASB101_09-07_COMPsep11_07-12.pdf Causholli,M., Chambers, D.J., Payne, J.L., (2015), Does Selling Non-Audit Services Impair Auditor Independence ? New Research Says, yes, American Accounting Association, vol.9, no.2, pp. 1-6 cpaaustralia.com., (2014), An Overview of APES 110 Code of Ethics for Professional Accountants, Available at https://www.cpaaustralia.com.au/~/media/corporate/allfiles/document/professional-resources/ethics/an-overview-of-apes-110-code-of-ethics.pdf (Accessed 29th January 2017) ethicsboard.org., (2012), Revised Code of Ethics Completed, Available at https://www.ethicsboard.org/projects/revised-code-ethics-completed (Accessed 29th January 2017)

Fallen Leaves free essay sample

Clouds large and billowing intermingle in the royal blue canvas high above. A sliver of sunlight manages to peer out from beneath the thick, fluffy layer, shedding a deep orange glow. A cool fall breeze rustles what is left of the dried out leaves, hanging on by their thin stems to the tree branches; awaiting to be released and reunited with their many crisp copies on the ground. Not a soul nearby is to be seen, the silence that surrounds me is slightly eerie. However, the one spot that never fails to put me at ease lies in plain sight. I briskly walk over to the opening, pushing back the stalks of overgrown grass and weeds. Climbing over an obstacle course of smooth rocks, I find myself at the river’s base. The current is fairly mellow; little turbulence disturbs the many creatures living within the crystal clear waters. I can see the small minnows and tadpoles make their way through the river, their silver bodies gleaming beneath the quickly setting sun. We will write a custom essay sample on Fallen Leaves or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Swimming blissfully in their own little world, entirely separate from mine. Our only connection exists at the base of this river where our very different paths cross. The sky explodes into an artist’s palette of magenta and incandescent orange. A day like today can only be described with one word: surreal. Many people fall victim to accepting the mundane and allowing each day to slip right through their fingers. They sit at home, watching the television or playing video games, letting the short twenty four hour lapse of time burn away, without ever realizing what they have missed. Living life submissively is truly the bane of a full existence. I never allow myself to waste time. I believe we must always be doing something of meaning in order for ourselves to be truly living. With each day we are given choices and opportunities. To let such gifts pass by us is a disservice on the one thing that we must value most- our lives. I feel that I am truly living, as I sit on one of the slate grey rocks and gaze upon the wonders of nature. I allow my mind to further wander. My thoughts instantly pour out of my mind and get lost in the wilderness surrounding me. This is my little escape from the real world- the industrialized community where the stress and pressures of life eats at us daily. This is my sanctuary where I can think and clear my head. I slowly transcend to my nirvana as stress and the day’s troubles melt away. The shadows projecting from the looming trees begin to envelope my surroundings. It is beginning to get dark and my time here is quickly coming to an end. I inhale in the crisp scent of autumn once more, I let it fill my lungs and sooth my senses. I gaze upon the scenery once more, attempting to take a mental picture of my surroundings. I find myself transfixed by nature’s gift; life’s simple pleasure that many fail to recognize. Brushing the dead leaves and blades of grass from my pants, I return to the path which leads me back into reality. A gust of wind startles me and breaks my train of thought. High above me, several leaves are uprooted from their branches. Twirling and spiraling, they ride the wind’s current, dancing slowly as they fall closer to their inevitable destination. They reach the cold ground, losing animation and becoming lifelessly still. The haphazard pile of burnt orange and chestnut brown grows with each fallen leaf. Day by day the mound grows larger and the trees become more barren. Time passes the pile thickens- life’s continues cycle at large.