Consider analyle Essay Example for Free

Consider analyle Essay Romeo and Juliet: how important is the opening scene of the play? How effective should it be on stage? (Deal with lines 1-11), the first mention of Romeo. Consider analyle, comment on characters, action, stage craft, the atmosphere and theme. The opening scene of Romeo and Juliet is effective because its full of humour and violence. These two characteristics are powerful on their own, but together they make the first scene witty and dramatic. The opening scene is important as it sets the whole atmosphere of the families on going feud. The play opens with two Capulet servants (Sampson and Gregory) who are carrying arms, which is significant as theyre aware of violence and danger. They also use language to imitate violence such as, thrust, and strike. As they do this it amuses the groundlings watching, what amuses them is that they talk about violence then, violence towards women. I will thrust the Montagues maids to the wall (Sampson). Which basically means that theyll rape theyre women if they had the chance. These two Capulet servants are playing with puns in the first few lines such as, coals, colliers and coller. Then they go on to describe their feelings about the rival family, the Montagues. They imply these feelings towards the other family by saying that theyll thrust theyre women to the wall. By also challenging the other family whether theyll be man or woman. Gregory points out that the feud is between the men, whilst Sampson replies that he doesnt care and that hell fight the men and then deal with their women, in a crude sexual way. The prologue suggests that the play is full of violence and tragedy. Although, the opening scene begins with a contrasting light hearted humour. This scene should be effective on stage as it is the opposite of the prologue, and should entertain the groundlings with the crude humour and the intention of thrusting violence to the Montagues women. The two Capulet servants provoke Abraham (a Montague) and another servant by biting their thumbs (which then, was considered as an insult). They carry on with their provocative humour when Benvolio (whose name means peacemaker) and Tybalt enter the scene. Sampson then steps aside, leaving Gregory to continue the fight with Abraham. Benvolio quickly breaks them up Part fools. Put up your swords, you know what you up. Tybalt then comes in and questions Benvolio (the peace maker) with his one of few lines as I hate hell, all Montagues, and thee. Have at thee coward. This line sums up that he enjoys violence implying that he hates the word peace. The atmosphere at this time is tense and humorous in some ways. It is humorous as a feud is beginning over nothing apart from a silly childish insult. This would amuse the groundlings, as it combines violence and humour. As you know these two characteristics are powerful on their own, but together they make the play witty and interesting although humorous at times. This is what makes the play effective and successful. The feud is also very dramatic and a very important part of everyday life for both families, even the old come out of their houses and fight for their family even though their health pauses as a problem. The Capulet in question is old Capulet, whose wife makes fun of his ridiculous actions that follow A crutch, a crutch! Why call you for a sword? Lady Capulet implies that he needs a crutch more than a sword these days and refuses to let him take part in the feuding Thou shalt not stir one foot to seek a foe. This is a very important scene as it tells the audience the reality of this feud. Even the old and frail are willing to get up off their chairs and pull out their sword and help win the feud for their family. It strikes me that the only way to stop the feuding is by a warning from the prince of Verona. He orders them all to put down their weapons and tells Capulet and Montague that if anyone ever disturbs the peace again in this way they will be executed. After all but Montague, Lady Montague and Benvolio exit the scene Montague questions Benvolio about how this quarrel started. Then, Lady Montague asks Benvolio has he seen Romeo today O where is Romeo? Saw you him today? Benvolio tells her that yes, he has seen him and that hes acting strangely. We know that he thinks hes deeply in love with Rosaline and that his heart will never heal again. Hes also kept this affair a secret from his parents. Its not until line 154 that Romeo enters the scene, his friend and cousin Benvolio is there to cheer him up from his deepened sadness. Romeo describes how hes feeling to Benvolio as if his whole life is up side down, and that this isnt him Tut I have lost myself; I am not here. This is not Romeo, hes some other where. Benvolio tries without success to discover the name of the girl Romeo has fallen in love with. Romeo explains that she is not in love with him. Shell not be hit with cupids arrow. She hath Dians wit, and in strong proof of chastity well arms, from loves weak childish bow she lives uncharmed. She will not stay the siege of loving terms, nor bride Th encounter of assailing eyes, nor ope her lap to saint seducting gold. O she is rich in beauty, only poor, that when she dies, with beauty dies her store. The characters in this play are perfectly written with their personalities coming out strong throughout the play. Such as Benvolio, his name means peace maker, and thats exactly what hes done in scene one. Romeo in the first scene comes over as a conscientious teenager, but is mature also. By the end of this scene there is an obvious contrast of two things, love and hate.

Final Project Paper Essay Example for Free

Final Project Paper Essay Competitive Strategies and Government Policies Paper Learning Team Competitive Strategies and Government Policies Management has recognized the effect of changes in the real-world competitive environment and government policies on other industries and anticipates similar events occurring in their industry, so they ask you for a report considering the following points. Write 1,400 ?1,750-word paper of no more than in which you describe how each of the following are or potentially will affect your industry or one with which you are familiar: New companies entering the market, mergers, and globalization, on pricing and the sustainability of profits: Identify the type of merger activity in your industry or one with which you are familiar?horizontal, vertical, or conglomerate and explain why you made that choice. Current and expected government policies and regulations, including taxes and regulations in place to address issues related to externalities Global competition on the decisions made by management with regards to change in labor demand, supply, relations, unions, and rules and regulations in your chosen industry Recommend how the industry you chose may respond to each of the previous points. Format your paper consistent with APA guidelines Business General Business Focus of the Final Project Students will write a Feature Story (800-1,000 words) on a topic and for a magazine of their choice. This project requires students to incorporate the major concepts discussed during the course, such as applying various media communication tools, identifying audience, gathering information and research, and understanding the editing process. The Feature Story should  demonstrate a student’s comprehension of the readings and class discuss A+ tutorial you will find here https://bitly.com/12Cn79p Set yourself up for success in college by taking your habits and ideas into consideration. For example, think about whether you are a morning person or an afternoon person. If you arent a morning person, dont even think about signing up for an early class. Schedule courses later in the day so you wont be tempted to skip. Business General Business Focus of the Final Project Students will write a Feature Story (800-1,000 words) on a topic and for a magazine of their choice. This project requires students to incorporate the major concepts discussed during the course, such as applying various media communication tools, identifying audience, gathering information and research, and understanding the editing process. The Feature Story should demonstrate a student’s comprehension of the readings and class discussions as well as the implications of new knowledge in the field of media writing and editing.

Improving Pay for Performance with SOP

Improving Pay for Performance with SOP INTRODUCTION: Executive pay has been a big controversial issue over the past twenty years due to various governance failures which have generated a forceful policy debate on the appropriate role of shareholder voice in corporate governance (e.g., Bebchuk 2007; Bainbridge 2006). Some say the pay is too high and is set by captured boards while some say it reflects the marketplace in action. Therefore, some companies are either willing to or mandated to give shareholders an advisory vote on the prior years compensation of top executives-a say on pay (SOP). SOP is a term used for a rule in corporate governance whereby stakeholders are given the opportunity to vote on the enumeration of executives. SOP potentially not only gives shareholders an advisory vote on pay practices, but also increases scrutiny from shareholders over top managements compensation at most companies. Therefore, this study illustrates how SOP improves pay for performance. Under certain circumstances, this study will show that pay for performance has been increasing significantly after the adoption of SOP. When further decomposing executive pay into its cash-based and equity-based components, this study finds evidence of an increase at most companies in the relationship between performance and these compensation components, and the potential to enhance transparency, governance, and accountability, which, in turn, should lead to greater efficiency and social responsiveness (Bebchuk, Friedman, and Friedman, 2007). MAIN: This study is going to discuss further about the principal of SOP and its effect on pay for performance in firms and the related principal-agency problems in corporate governance. SOP might have not been a new concept in corporate governance in the UK, but some firms in developed and developing countries have been implementing this concept over these years around the world. SOP is known as one of the recent phenomenon of shareholder activism, a voice mechanism for shareholders (Hirschman, 1970). It is the effectuation of providing shareholders the right to vote on executive compensation program at the annual meeting. The regulation changes a variety of attitudes toward corporate governance and disclosure habitudes of all public companies. This concept allows shareholders to either raise their voices or express their opinions against executive compensation programs. In other words, instead of letting top executives to decide the level of compensation plans, shareholders can use their voting rights to either approve or give advice on executive compensation plans that link to top executives performance. To clearly justify, SOP is seen as a friendly tool to express, improve the dissent, giving advice on remuneration, but not an aggressive governance rule to destroy firm value or dissociate the relationship between principal and agent. While companies are not bound by SOP advisory votes, the act not only requires firms to disclose the vote results after the shareholders meeting, but also report whether and how the board considers the voting results in the following year. Consistent with this argument, De Franco, Hope and Larocque (2013) find that additional disclosures improves board effectiveness at monitoring executive c ompensation and in strengthening the link between pay and performance. SOP was used formally in UK in 2003, but in fact it was unofficially started and practiced in July 1999 as non-binding vote on executive compensation or remuneration. In the early of 2001, there are various companies beginning to propose the remuneration committee report, and there is an evidence that the number of firms submitting the proposal grew rapidly in 2002. After the UK, several EU countries consequently adopted this principle such as Netherlands, Norway, Sweden, then it spreaded to Australia and USA. It has been lasting for nearly 15 years in the UK while in the USA, this concept started in 2010 and became compulsory in the same year, which is relatively brief and the current knowledge of SOPs results and effects are still limited along with many academic discussion and practices. Basically, the objectives and models of SOP vary considerably across the world. Under Dodd-Frank, SOP in the USA requires companies to hold a non-binding vote on compensation at least once every three years. Afterwards, firms are also required to request shareholders to regulate the frequency of future say on pay votes at least once every six years but no less than that, also the shareholders are given the option of doing annually or every two or three years. However, in the UK, the government presented the Directors Remuneration report to record for a shareholders vote on current level of compensation at every annual general meeting. Pay for performance is currently a big issue in corporate governance due to several executive compensation scandals. Additionally, House Report 110088 noted that the average of a CEO in a top company earned approximately 140 times higher than the pay of a regular employee in 1991; nonetheless, this ratio increased exponentially to about 500 to 1 in 2003. The compensation for CEOs is divided into 2 parts which are fixed compensation such as cash and bonuses, and variable compensation ,also called performance-based compensation. The variable compensation which strongly relates to CEOs performance, including option grants, stocks option,.etc will be determined comprehensively in this study so as to favour the practical impact of SOP. Refer to Jensen and Meckling (1976), the traditional principal-agent theories stated that the owner of the firm constructed the compensation contracts to the agent in terms of maximizing the value of the firm. Muller-Kahle (2013) finds some evidence that, w hen CEOs have a dominant ownership stake, firm monitoring is diminished and firm performance suffers. However, most of public companies generates it infeasible for shareholders to debate the managerial compensation. In the phenomenon, the executive compensation scandals occurred frequently and severally than we could imagine. For examples, Tyco International was reported a CEOs scandal in 2005, its CEO Dennis Kozlowski and CFO Mark H. Swartz were convicted of stealing $600 million, these money was symbolized as the excess of executive remuneration, i.e. Kozlowski gave his wife $2 million birthday gift on Islands Mediterranean at companys expense. From our point of view, if Say on Pay was introduced and implemented earlier, those compensation scandals would had possibly not happened and also its reasonable to achieve and practice the SOP policy at the moment. According to Vicente Cuà ±at, Mireia Gine, and Maria Guadalupe (2013), the main purposes of Say on Pay is to raising shareholders voices, concentrating on the shareholders interests but also focusing on values that CEOs added to the firm and the transparency of CEOs interests. It leads to the improvement of the agency problem. Although a variety of evidence are against the benefits of Say on Pay, Bebchuk (2007) contended that a formalized say on pay vote is able to overcome the psychological barriers and support the negotiation of better compensation contracts. Indeed, many articles suggest that the approach of SOP does have a positive correlation between both firms value and the issue of pay for performance. We believe that there is nothing 100% right or wrong in all circumstances and its inherently difficult to determine precisely influences of any corporate governance regulation. Hence, the objective of this paper is to approve the improvements of Say on Pay on pay for performance in corporations in terms of increasing firms values, shareholders values, reducing agency problems and enhancing the transparency of executive compensation under certain conditions. First condition is firms with excessive or ineffectiveness CEO remuneration, as stated by Core at el. (1999), less effective boards are regularly related to high abnormal CEO compensation and low sensitivity pay for performance, which means that SOP is likely to benefit to the firm with weaker corporate governance and incompetent remuneration design. Secondly, firms with independent-minded shareholders willing to vote against management are likely to face more pressure if the say on pay is achieved; thirdly, firms are willing to b oost performance, enhance compensation and reform as a consequence of shareholder pressure. Due to Baird and Stowasser (2002), the first benefit of implementing SOP is certainly promoting accountability and transparency in the compensation report. To earn stakeholders support or prevent litigation, boards not only have sought to enhance disclosures concerning executive compensation plans but also publish an annual directors remuneration report over the past year, which causes directors more carefully to consider shareholder interests when designing executive pay plans. The recent trend confirmed the increased directors accountability after the introduction of say on pay (Cai et al. 2007, 2009; Del Guercio et al. 2008). As found in the previous articles, Davis (2007) stated that the Say on Pay proposal did associate smoothly with the communication and relationship between shareholders and board of directors. Refer to the UK evidences, after annual general meeting and the accurately analysis of remuneration report, there is a substantially development in the connection and tr ansmission between compensation committees and shareholders. Firms are more opened to a dialogue with shareholders to justify a broader compensation decisions and practices. Companies will not only have the opportunity to include additional resolutions on specific compensation decisions, but also have the opportunity to ask shareholders views on specific compensation decisions, including decisions related to various aspects or categories of pay. Each company, however, will be required to permit shareholders to vote on a resolution addressing all of the compensation disclosed in the annual proxy. This finding may advance scrutiny and also lead to more informed voting decision and the acceptance of a remarkable premium. Also, Deane (2007) and Davis (2007) suggested that SOP probably superior adjusts for principal-agent interests and enhance corporate governance and performance. The SOP allows shareholder to raise their voices in executive which definitely better align with CEO and shareholders interests, consequently, it comes up with the reduction of agency cost and a more adequately compensation contracts. Due to Peter Iliev and Svetla Vitanova (2015), the market reacted positively to the practices of Say on pay votes and the general supports of directors from shareholders are spotted to be increased. In practices in the UK, the impact of SOP was found to be positive as well, Fabrizio and David A. Maber (2013) analysed that the adoption and implementation of say on pay to the UK regulation was escorted with positive stock price reactions at firms with high dissent compensation conflicts and particularly practices diluting punishment for poor performance. By the same token, enforcing SOP may potentially increase Earnings per shares (EPSs), Return on assets (ROA) and Return on equity (ROE), the appliance also gains profitability and efficiency, higher growth in labour yield and constructive effect on accounting statement in the following years after the binding vote. As a result of Vicente Cuà ±at, Mireia Gine, and Maria Guadalupe (2013), the shareholder value increased by 5.4 percent after Say on Pay implementation, this such high market gains were explained by the improvement of CEOs performance under shareholder pressure and the effect of better alignment of pay for performance and also the reduction of pay for failure. Those evidences are consistent with the aims of this study that say on pay is used as a value-creating governance mechanism to contribute value to firm and shareholders. According to Stephen Davis Millstein Center Fellow (2007), advisory Say on Pay votes are extensively seen as having been an influential committing factor in taming the rate of increase, reduce controversial compensation of CEO, pressure firm to increase sensitivity between compensation and performance curbing opportunities for reward for failure and tying compensation dramatically closer to performance. As we mentioned above, not every firms reported the same results on the impact of SOP. However, we do find the strong positive influence in the firm with high dissent between shareholders and directors and the firm with excessive CEOs compensation based on the managerial power viewpoint (Bertrand (2009), Frydman and Jenter (2010), Murphy (2013). As documented by Fabrizio and David A. Maber (2013), their tests were coherent with Core et al(1999) s research that the introduction of SOP was followed by positive stock price reaction, especially in the firms with controversial compensation report and those which abate penalties for poor performance. Correa and Lel (2013) also recorded a numerical decrease in CEO pay of 6.1% after implementation of Say-on-Pay regulation in a sample of countries. Moreover, by using regression analysis on large sample of UK firms, Fabrizio and David (2013) tested on some vital elements in CEO pays including bonuses, equity awards to evaluate whether the sensitivity of CEO compensation is highly adequated to performance along with economics factors before and after the regulation. In general, they concluded that even though others economic elements persist unchanged, there is still a significant rise in the sensitivity of CEO pay to poor performance in less observable elements of pay. Moreover, this finding is consistent with the result of Ertimur, Muslu, and Ferri (2011) which is the most pronounced in high dissent firms and firms maintaining excessive executive compensation before SOP, means that SOP policy does reduce the excessive performanced-base salary to create value and link the remuneration more dramatically to the performance. Various companies either removed or altered provisions that investors considered as rewards for failure such as generous severance contracts and low performance hurdles, often in response to institutional investors explicit requests. Fabrizio and David A. Maber (2013) examined this issue on high dissent(HD) firm (with 20% dissent vote) and low dissent(LD) firm (with less than 5% dissent vote) before and after the vote , the result showed that the high dissent firms reducing the notice periods of severance contracts after the first vote (80%) are likely to be higher than before the vote (20%) and also substantially higher than the low dissent firms (33.3%). Therefore, this figures suggested that say on pay is the reason of reduction of controversial compensation, besides, 70% of low dissent firms scaling down the notice period before the vote which is the evidence of elimination of dissension between shareholders and executives. Moreover, a variety of firms established a formal proces s for proactive consultation with their major shareholders going forward (Ferri and Maber, 2011). As a result, the threat of a vote was effective in inducing firms to revise CEO pay practices ahead of the annual meeting and decreasing the situation of pay for failures and the growth rate of pay. Meanwhile, they also analysed the second most influenced remuneration item which is performance-based vesting conditions in equity grants. During the following years that performance targets are not accomplished, this retesting provision is seemed to contribute for reexamining and subsequently assists for the potential pay for failure. After the research, they concluded that before the first vote, HD firms and LD firms achieved 5% and 25% respectively to reduce or remove this issue. Nonetheless, the result changed significantly after the SOP vote, HD firms agreed to shorten or abolish retesting provision with statistically 76.3%, while the LD gained 28%. Generally, several evidences support that these contractual modification are the direct repercussion of SOP regulation. Base on the top 100 companies 2016 surveys in the US, SOP is raising shareholders voices and putting more pressure on CEO in order to perform better, however, we found that shareholder doesnt empower themselves to manipulate the CEOs compensation. In fact, the number of companies adopting this policy is increasing, in 2016 there are 95 over top 100 US companies holding say on pay vote in 2016, 94 out of 95 firms held approval say-on-pay votes which is higher than 2015 and only 1 firm didnt approve which also failed in both 2014 and 2015. As being reported, 41 corporations reviewed and elected not to significantly change the compensation report, while 20 noted modification into the remuneration in response to the vote. In table 4, the Say on Pay approval rate in 2016 is relatively high with 78% receiving approval rates in excess of 90% and only 6% for-voting below 70%. This figures coordinate with data in the last 2 years 2014 and 2015, which the approval rates are comparably high. Th is finding suggests that the even shareholders have more control power in the firm, they are not likely to destroy the value or raise the unfairness and dissension through the firm. In contrast, they seem to use this policy as a friendly tool, not an aggressive regulation, to raise their voice and cut down excessive expense in compensation. Furthermore, this regulation is contributing to the competitiveness of the British economy and the attraction of London as an international capital market (Stephen Davis Millstein Center Fellow,2007). The UK Department of Trade and Industry confirmed that the votes lead to a better planning by corporations, fewer surprises, better dialogue with shareholders, and apparently, it can reduce downside risks and big scandals among quoted companies in recent years. Due to London Stock Exchange, by involving Say on Pay voting rights, London will possibly be equipped with a more competitive border in order to attract capital, comparing to New York. Last but not least, while companies are not bound by SOP advisory votes, it requires companies to disclose the vote results after the shareholders meeting. In addition, firms must report whether and how the board considers the voting results in the following year. Ferri and Maber (2013) study the market reaction in 2002 to SOP that mandates non-binding but advisory vote on the compensation report and find that firms with high dissent alter the compensation composition, thereby improving pay for performance. Moreover, in a sample of the largest UK companies from 2002 to 2006, boards reduced excess salary as well as the dilutive effect of stock option grants in response to past negative non-binding votes (Carter and Zamora,2009). Consequently, shareholders right of non-binding votes could provide a useful mechanism that addresses the potential problem of incomplete firms management, suggesting that monitoring and reward mechanism dynamics can effectively coexist between owners and firm managers, thereby improving corporate governance (Kimbro and Xu, 2016). Conclusion To conclude, we investigate the impact of the right of shareholders non-binding but advisory votes on say-on-pay. We find evidence that firms either modified or altered their compensation structures in order to win shareholders positive votes. CEOs compensation decreases in most firms while larger decreases are found in firms that overpaid their CEOs in the previous year. Similarly, affected firms linked their pay mix to more close for performance. In terms of voting itself, shareholders are not more likely to vote for executive compensation when the firm pays excessive pay for top management, or has a large increase in CEO compensation compared to previous years. Moreover, among the components of the compensation plan, shareholders are more likely to vote against the plan when they contain other compensation, such as private bonuses unrelated to performance, which have been opposed by critics of executive pay. Most importantly, SOP does not limit the level of compensation or empower shareholders to control the interests of top management. It can be seen as a friendly corporate governance tool to prevent conflicts of the issues between top management and shareholders regarding pay for performance. Additionally, this study finds that the increase in pay for performance after the implementation of SOP is larger in firms with excessive pay for CEO relative to firms with average level of pay for CEO. The evidence suggests that SOP do increase the executive compensation monitoring ability for investors who care about the long-term value of a firm but who are lack of the ability to influence executive compensation structure before SOP. By contrast to most prior studies on the impact of SOP on executive incentives and compensation, the evidence shown in this study is consistent with SOP improves rather than weakens the alignment of managerial wealth and shareholder interests in certain circumstances. References: Bainbridge S. 2006. The Case for Limited Shareholder Voting Rights. UCLA Law Review, 53: 601-636. Bainbridge, Stephen M. The Corporate Governance Provisions of Dodd-Frank. (2010). Bainbridge, Stephen M. Is Say on PayJustified?. (2009). Baird, J. and Stowasser, P. (2002) Executive compensation disclosure requirements: The German, UK, and US approaches, PracticalLaw.com, PLC Document 4-101-7960, September 23. BBC News. 2003. Glaxo defeated by shareholders. May 19. http://news.bbc.co.uk/1/hi/business/3038381.stm Bebchuk, L. (2007) Written testimony submitted before the Committee on Financial Services, United States House of Representatives, Hearing on Empowering Shareholders on Executive Compensation, March 8. Bebchuk, L., Friedman, A. T., Friedman, W. J. 2007. Empowering shareholders on executive compensation: hearing on H.R. 1257 before the H. Comm. on Fin. Ser., 110th Cong. 68: Cai J. and R. Walkling. 2007. Shareholders Say on Pay: Does It Create Value?. Working Paper, Drexel University, Philadelphia, PA. Cai J., J. Garner and R. Walkling. 2009. Electing Directors. Journal of Finance   forthcoming. Carter, M. E., Zamora, V. 2009. Shareholder remuneration votes and CEO compensation design, Work. Pap. Boston College. Cheffins B. and R. Thomas. 2001. Should shareholders have a greater say over executive pay? Learning from the US experience. Working Paper, Vanderbilt University Law School, Nashville, TN. Choi, S., J. Fisch and M. Kahan, 2009. Director Elections and the Role of Proxy Advisors. Southern California Law Review 82, 649-702. Core, J.; R. Holthausen; and D. Larcker. Corporate Governance, Chief Executive Officer Compensation,and Firm Performance. Journal of Financial Economics, 51 (1999), 371-406. Core, J., and W. Guay. The Use of Equity Grants to Manage Optimal Equity Incentive Levels. Journal of Accounting and Economics, 28 (1999), 151-184. Cuà ±at, V., Ginà ©, M. and Guadalupe, M. (2013). Say Pays! Shareholder Voice and Firm Performance. Review of Finance, 20(5), pp.1799-1834. Davis, Stephen. Does say on paywork? Lessons on making CEO compensation accountable. Policy Briefing 1 (2007). Deane, S. Say on Pay: Results from Overseas. The Corporate Board (July/August 2007), 11- 18. De Franco, G. Hope, O.K., Larocque, S. 2013. The effect of disclosure on the pay-performance relation. J. Account. Public Policy 32(5), 319-341. Del Guercio, D., L. Wallis, and T. Woidtke. 2008. Do Boards Pay Attention When Institutional Investor Activists Just Vote No? Journal of Financial Economics 90: 84-103. Deloitte, Executive Directors Remuneration (London: September 2006) Digital.shearman.com. (2017). Corp Gov Survey 2016 Corporate Governance Survey. [online] Available at: http://digital.shearman.com/i/739764-2016-corporate-governance-survey/59? [Accessed 22 Mar. 2017]. Ertimur, Yonca, Fabrizio Ferri, and David Oesch. Shareholder votes and proxy advisors: Evidence from say on pay. Journal of Accounting Research 51.5 (2013): 951-996. Ertimur, Y., F. Ferri, and V. Muslu. 2011. Shareholder Activism and CEO Pay. Review of Financial Studies 24(2): 535-592. Ferri, F., and D. Maber. Solving the Executive Compensation Problem Through Shareholder Votes? Evidence from the U.K. Working paper, Columbia University and Harvard Business School (2007). Ferri, F., Maber, M. 2013. Say on pay votes and CEO compensation: Evidence from the UK. Rev. Financ. (17), 527-563. Financial Times (1998) The fat cats keep getting fatter, August 1. Fortune.com. (2017). Surprise surprise: Say on Pay appears to be working. [online] Available at: http://fortune.com/2015/07/08/say-on-pay-ceos/ [Accessed 22 Mar. 2017]. Gordon, J., 2009. Say on Pay: Cautionary Notes on the U.K. Experience and the Case for Shareholders Opt-in. Harvard Journal on Legislation 46:323-64. Hodgson, Paul. A brief history of say on pay. Ivey Business Journal 73 (2009): 1. Kimbro, Marinilka B., and Danielle Xu. Shareholders have a say in executive compensation: Evidence from say-on-pay in the United States. Journal of Accounting and Public Policy 35.1 (2016): 19-42. Jensen, M. C., and W. H. Meckling. Theory of the Firm: Managerial Behavior, Agency Costs and Ownership Structure. Journal of Financial Economics, 4 (1976), 305-360. Jeffrey N. Gordon, Say on Pay: Cautionary Notes on the U.K. Experience and the Case for Shareholder Opt-in, 46 Harv. J. Legis. 323, 325 (2009) Larcker, David F., et al. Ten Myths ofSay on Pay. (2012). List25.com. (2017). Cite a Website Cite This For Me. [online] Available at: http://list25.com/25-biggest-corporate-scandals-ever/ [Accessed 22 Mar. 2017]. Magnan, Michel, and FCA Claudine Mangen. Is say on pay an effective governance tool? Analysis and recommendations. (2011). Manifest and MMK, The Executive Director Total Remuneration Survey (London: May 2007); RREV, Trends in Executive Remuneration 2006 (London: April 2007); New Bridge Street Consultants, The 2006 FTSE 100 Executive Directors Remuneration Survey (London: 2006); PIRC Corporate Governance Annual Review 2006 (London: 2006). Muller-Kahle, M. I. 2013. The impact of dominant ownership: The case of Anglo-American firms . J. Manage. Gov. 19(1), 71-89. . SEC, Securities and Exchange Commission, 2010. Concept Release No. 34-62495, available at:http://www.sec.gov/rules/concept/2010/34-62495.pdf

An Interpretation of Kant’s Metaphysical Deduction of the Categories Es

In what appears to be an important section of the Critique of Pure Reason, when Kant attempts to show the natural connection between the table of judgment and the table of categories, there is a cryptic little paragraph: The same function that gives unity to the different representations in a judgment also gives unity to the mere synthesis of different representations in an intuition, which, expressed generally, is called the pure concept of understanding. The same understanding, therefore, and indeed by means of the very same actions through which it brings the logical form of a judgment into concepts by means of the analytical unity, also brings a transcendental content into its representations by means of the synthetic unity of the manifold in intuition in general, on account of which they are called pure concepts of the understanding that pertain to objects a priori; this can never be accomplished by universal logic. A79, B105 This paragraph is purported to be the possible key to understanding the argument for the deduction of the categories, and is often referred to as the metaphysical deduction of the categories. Kant will attempt to use the forms of logical judgment to deduce the forms of cognitions in general. The passage contains two sentences, but is nearly unapproachable, even at the level of individual clauses. However, it contains an important step in the argument of the critique, one that not only allows Kant to move between the table of judgments and the table of categories, but also that indicates the transcendental role of the understanding; the way in which intellectual conditions operate to allow the possibility of experience, made manifest by an examination of logic. Points of Interpretation The ‘pu... ...lieve that the first sentence contains premises that imply a conclusion contained in the second sentence. Indeed they are premises about what is known about the understanding a priori, and lead to a conclusion that is not surprising, once the premises are properly understood. 3 I can see why someone might see the first sentence as containing the conclusion of the argument, but they could only be so motivated if they read 'the pure concept of understanding' as the categories in general, but they would seem to be committed to saying that the categories operate in general logic as the analytic unity, which, from my point of view, does not seem like the right reading. 4 The knowledge element of experience is given in judgment form, but I am not sure if Kant wants to admit non-knowledge elements into experience, passions, etc...

Paradise Lost Essay -- Literary Analysis, Bible, Adam and Eve, God

In Milton’s Paradise Lost, before the fall Adam and Eve live in harmony with one another, enjoy the provisions and comforts of nature, and have a direct relationship with God and the angels. Unimpeded with conflict, they live in innocence, working not out of necessity but to make their home beautiful, speaking not to clear up misunderstanding but for the pleasure of it, and anticipating a time when they will rise up to the order of angels and be favoured with a closer communion with God. The fall changes all this. Everything becomes more separated, more differentiated: there grows a distance between Adam and Eve, they can understand each other less and they argue more; nature is no longer harmonious but rather something to be wrestled and toiled with; what was once pleasurable and innocent might now be incontinent and evil; God and the angels no more indulge humankind with friendship and discourse but distance themselves and become almost inaccessible. Adam and Eve, raised on innocence and pleasure alone, have to learn how to live in this new world where nature is mutually incompatible with God. The first thing Adam is taught is how to reason morally. Michael spends a lot of time showing Adam the image of death, lust, greed, disease, and other vices that are now to be a part of his world. When shown the image of lascivious festivities, Adam says â€Å"Much better seems this Vision, and more hope / Of peaceful days portends [†¦] Here Nature seems fulfilled in all her ends† (11.599-602). Adam is accustomed to the pleasures of paradise, and this idyllic scene reminds him of the times he enjoyed feasting with Raphael and sleeping with Eve. He believes that sex, once the pleasing and natural nightly activity, is still to be thought as such.... ...ey are now differentiated and divided. Once they shared in their labours, now they are given different roles; Eve is told to bear children and Adam to work the earth for sustenance. Adam and Eve are now to live divided in a world from which God has distanced himself, and in consequence they are distanced from Him as well. In the invocation of Book 9, the narrator said that prior to the fall God would sit indulgent with humankind, â€Å"permitting him the while / Venial discourse unblamed† (9.4-5). Now the discourse with heaven is no longer be unblamed. The lessons given by Michael stand in contrast to those of Raphael as much colder and formal; Raphael would sit with Adam and Eve and partake in their meal, while Michael stands with full armour and lectures Adam. Michael also criticizes Adam’s judgment on numerous occasions, correcting him for misguided interpretation.

Cultural Anthropology and Ethnographic Fieldwork Essay -- Cultural Ant

Cultural Anthropology and Ethnographic Fieldwork James P. Spradley (1979) described the insider approach to understanding culture as "a quiet revolution" among the social sciences (p. iii). Cultural anthropologists, however, have long emphasized the importance of the ethnographic method, an approach to understanding a different culture through participation, observation, the use of key informants, and interviews. Cultural anthropologists have employed the ethnographic method in an attempt to surmount several formidable cultural questions: How can one understand another's culture? How can culture be qualitatively and quantitatively assessed? What aspects of a culture make it unique and which connect it to other cultures? If ethnographies can provide answers to these difficult questions, then Spradley has correctly identified this method as revolutionary. Cultures are infinitely complex. Culture, as Spradley (1979) defines it, is "the acquired knowledge that people use to interpret experiences and generate social behavior" (p. 5). Spradley's emphasizes that culture involves the use of knowledge. While some aspects of culture can be neatly arranged into categories and quantified with numbers and statistics, much of culture is encoded in schema, or ways of thinking (Levinson & Ember, 1996, p. 418). In order to accurately understand a culture, one must apply the correct schema and make inferences which parallel those made my natives. Spradley suggests that culture is not merely a cognitive map of beliefs and behaviors that can be objectively charted; rather, it is a set of map-making skills through which cultural behaviors, customs, language, and artifacts must be plotted (p. 7). This definition of culture offers insight into ... ..."Not a Real Fish: The Ethnographer as Insider-Outsider." In P. R. DeVita (Ed.), The Naked Anthropologist: Tales from Around the World (pp. 73-8). Belmont: Wadsworth Publishing Co. Mead, Margaret. Margaret Mead: Taking Note. (video) Raybeck, D. (1992). "Getting Below the Surface." In P. R. DeVita (Ed.), The Naked Anthropologist: Tales from Around the World (pp. 73-8). Belmont: Wadsworth Publishing Co. Spearman, A. M. (1988). Yoqui: Forest Nomads in a Changing World. Fort Worth: Holt, Rinehart and Winston, Inc. Spearman, A. M. Fighting the Odds for Cultural Survival. (publishing information was unavailable) Spradley, J. P. (1979). The Ethnographic Interview. Fort Worth: Harcourt Brace Jovanovich College Pub. Spradley, J. P. & McCurdy, D. W. (1972). The Cultural Experience: Ethnography in a Complex Society. Chicago: Science Research Associates.

The New Plant Manager

CASE 1: THE NEW PLANT MANAGER I. TITLE: The New Plant Manager II. POINT OF VIEW: As a Manager III. THE PROBLEM: How can the company even without Toby Butterfield meet its budget and productivity quotas? IV. OBJECTIVES: 1. To understand why organizational behavior is important in an organization. 2. To know the appropriate attitude of a manager in an organization. 3. To analyze organization behavior from the perspective of learning of an organization. V. AREAS OF CONSIDERATION: 1. The Organizational Behavior Organizational behavior speaks about how an individual or a group of people acts within an organization.As a plant manager he must consider how to act professionally. He must know how to act the proper organization behavior even though he is the head of the plant. 2. The Newly Assigned Assistant Plant Manager The Montclair Company is having difficulty meeting its budget & production quotas, the main reason why Toby Butterfield was promoted as the new assistant plant manager of the company. 3. The SWOT Analysis SWOT analysis is a structured planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats. Strengths- Butterfield as a new assistant plant supervisor produced a remarkable result in the company’s production quotas in which the productivity quickly exceeded by 7 percent and within five months the plant was within budget. †¢Weaknesses- Butterfield being ambitious and power-oriented wherein he dismissed three supervisors who had failed to meet their production quotas and as a result five other supervisors resigned. †¢Opportunities- Promotion to New York home office because of his outstanding record. †¢Threats- The fall of productivity after Butterfield left the Houston Plant. VI.ALTERNATIVE COURSES: 1. The remaining employees should plan for what is the best thing to do in order to meet its budget and productivity quotas. Advantages: †¢They can come up to new ideas to improve their productivity. †¢They can prove to themselves that even without Butterfield they can still help the company to meet their quotas and budget. †¢They could gain unity. Disadvantages: †¢It is not easily for them to meet their quotas and budget for a few moments because it takes time to plan for new ideas. †¢Planning needs a lot of time in order for it to be implemented to the company. 2.Even without Butterfield, the company would still adopt the organization behavior of him being power-oriented because it helped a lot the company in meeting its budget and productivity quotas. Advantages: †¢It is easy for them to cope up with this kind of organization behavior because Butterfield had already ruled them when he was still in the company. †¢In this way, the company will easily meet their budget and quotas just like few months when Butterfield was still the plant manager of the Houston Plant. †¢Adopting the said organization behavior would help the employees be more competent. Disadvantages: This may be the reason of some employees to resign because they do not like the way of ruling them. †¢This can also be the reason of some supervisor-employee issues. †¢Newly employed employees will have a hard time adjusting with this kind of supervision. 3. Each of the employees must be assigned of their own areas of responsibility to work with in order to help their company meet their budget and production quotas. Advantages: †¢Each of them can focus to the area in were they are assigned only. †¢They could help themselves improve the way they handle responsibilities. †¢They could gain self-confidence in handling responsibilities.Disadvantages: †¢They will not have company unity. †¢This may be the reason of some employee conflicts because the work of the other did not complement to the work of others. †¢This may be result of the delay of work because some may not meet the target time of passing the reports. VII. RECOMMENDATION : Based on the situation given the best alternative the company must use is the alternative no. 2, adopting the organization behavior of Butterfield that is being power-oriented because it is a big helps to the company. Because of this, it is easy for the company to meet their budget and productivity quotas.