Managed Care System Essay Example | Topics and Well Written Essays - 1000 words

Managed Care System - Essay Example Till 1980’s there was only a trifle between the public and private players of health care. But, the overall payment system concentrated on fee for service basis. Accordingly, each visit was counted as an episode. The physician had the liberty to administer treatment according to his diagnosis. As private insurance mostly dominated the scene, the physicians, to fulfill their selfish ends, could also recommend for unwanted tests, hospital stays and drugs. Patient safety was their only cap and they could re-jig monetary considerations underneath this consideration. The insurers also never complained as major bill payment was a responsibility of the employers. But, employers understanding this disadvantage started to backlash on the reasons of uncapped expenditure and over utilization of resources. This of course was a valid point. As more and more are getting enrolled into the health care, fee for service model has become outdated giving way for Managed Care Organizations (MCO’s). (Christensen. C., Grossman. J., Hwang. J. 2009) As accountability comes into picture, unnecessary expenditure gets curbed automatically. From past 30 years, MCO’s have been well placed and growing in the market. The main postulates of their existence are: Lowered rates of hospital admission, in patient treatment, procedural expenditure. This has resulted in a mixed result of outcomes that some patients were treated satisfactorily while many did not have that contentment about care practices. Development of state insurance sector commensurate to private players. Giving an inevitable choice to the employer and employees to be enrolled into those organizations for reduced health costs. (Anonymous., 2010). All these recommendations by the bill only point out that the MCO’s are here to stay for some more time. If not for them, accountability and cost reduction for the insurer’s purpose fulfillment would never be possible. In short, the arrangement seeks to reduce the health

The Effect of Titanic Essay Example | Topics and Well Written Essays - 250 words

The Effect of Titanic - Essay Example Titanic was a ship people dreamed to sail in. Being able to sail in Titanic was an experience cherished much. Yet, had the people known what they were destined to end in, nobody would have boarded it in the first place.A particular scene in Titanic changed me as a person. It was when Rose’s fiancà © offers the officer money to be allowed to sit in the boat, and the officer smashes the money at the fiance’s face saying it is of no use. I learned that life cannot be priced.To make the most out of my life, I derive happiness by helping and caring for others. The lesson I derive is that we should never take pride in anything in life. Everything belongs to God and He can take it from us anytime. A particular scene in Titanic changed me as a person. It was when Rose’s fiancà © offers the officer money to be allowed to sit in the boat, and the officer smashes the money at the fiance’s face saying it is of no use. I learned that life cannot be priced.  

In depth study on IKEA

In depth study on IKEA The scope of this paper is to conduct in-depth study on IKEA, the global home furnishing retailer from different perspectives. The report consists of IKEA corporate and business strategies in global markets, the firm previous experience in US and business model IKEA applied in Asian countries. 1.2 Objectives The objective of this paper is to produce a comprehensive report to CEO with the aim of determine IKEA strategic position in the future. The report critically assesses IKEA current market positioning and challenges IKEA have to overcome in order to sustain the competitive advantages. SWOT analysis is used to provide clearer picture regarding the firm internal performances in term of strengths and weaknesses, as well as the external opportunities and threats. Meanwhile, macro environment issues will be evaluate by using PESTEL analysis to capture IKEA potential growth and firm competitiveness. Recommendation to promote IKEA future growth will be provide base on strategies review. 2.0 Company Background 2.1 Industry and Company Background In 1943, a Swedish entrepreneur Ingvar Kamprad established IKEA. The name of IKEA came from its founder name Ingvar Kamprad, the farm Elmtaryd and home country Agunnardy where Ingvar Kamprad grew up. IKEA has developed rapidly as a global home products retailer. The corporate structure mainly divided into two divisions which are operation and franchising. Operation covered the management of majority stores, design, purchasing, supply functions and manufacture of furniture, which manage by a private profit Dutch company, INGKA Holding. In 1982, Kamprad established Stichting Ingka Foundation, a non-profit foundation that control over INGKA Holding. Ingka Foundation chaired by Kamprad and five executive committees which included her wife. The IKEA trademark and concept is owned by separate Dutch firm, the Inter IKEA Systems based in Luxembourg. Every IKEA stores pay 3% of sales to Inter IKEA as a franchise fees. IKEA consumers are mainly distributed into four different geographic region s, Europe, America, Middle East and Asia. The vision of IKEA is to provide a better living solution which is affordable and its mission statement is to offer functional and stylish low price furniture which everyone could afford. 2.2 Company Product and Services IKEA seized retailer chain that sells flat pack furniture, kitchen and bathroom accessories across the world. The furniture designed to be self assembled in order to reduce transportation cost. Besides, the company include traditional Swedish food restaurant in their stores, which serving Swedish meatballs, smoked salmon, lingo berry tarts and cream source. Additionally, thoughtful part of IKEA is many stores have play area for children named Smaland, where parents able to drop their children to playground while shopping and pick them up at another entrance. 2.3 Corporate and Business Strategies The impressive growth of IKEA lies on the distinctive corporate and business strategies. IKEA employ marketing mix strategy to position its brand identity in the market. Armstrong et al. (2006) explains that marketing mix strategy is a business model tools that focus on product, price, place and promotion. IKEA provide wide range of product selection. Although the product functional category is same, IKEA designed it in different features. For example, IKEA laptop stand act user friendly like a small table allow customers to use their laptop while lying on sofa. In term of pricing, IKEA flat pack furniture able to reduce transportation cost which resulted in price saving. Moreover, IKEA tend to locate in suburban area. This factor helps cut operational cost and able to provide more parking spaces for customers. Besides, Armstrong et al. (2006) also mentions that promotion is a marketing communication that consists of advertising, personal selling, sales promotion and public relations . IKEA promote their products by mail order service and free distribution of catalogue which enables IKEA cut cost in furniture storage. To improve competitiveness, IKEA modified the value chain strategy. Bartol et al. (1993, p.211) explains that Porter argues a business able to improving and value adding by focus on the key internal activities in the value chain. However, the independent (1994, p.9) states that IKEA integrate the value chain by create a two directional value adding system between customers and suppliers. On the other hand, IKEA used to expand by franchising method in their globalization strategy. Currently, IKEA has further explored their globalization strategy by joint venture. Evans et al. (2000) states IKEA joint venture strategy enable the firm minimizes the financial risk, expand the expertise network and get to know local market better. 2.4 IKEA Performances According to IKEA group fiscal year 2010 report, the independent (2010) states that IKEA currently opened 280 stores in 26 countries. The total sales archived 23.1 billion euro by 2010, raise 7.7% compare to its 21.4 billion sales in 2009. The net profit increased 6.1% at 2.7 billion euro. The IKEA market share mainly distributed in Europe which is 79%, North America 15%, Asia and Australia 6%. The distribution of purchasing per region is Europe 62%, Asia 34% and North America 4%. In term of growth perspective, IKEA demonstrated sustainable sales improvement which was average 21.9 billion euro in the past three years, 21.2 billion euro in 2008, 21.4 billion euro in 2009 and 23.1 billion euro sales by year 2010. 2.5 SWOT Analysis of IKEA 2.5.1 Strengths IKEAs distinct strategies have successfully shaped it strengths in competitive furnishing environment. The strengths comprise of strong global brand recognition that able to retain group of customers. Another strength is distinctive business strategies allow IKEA control over the products design, low pricing and global sourcing materials. Backward integration is one of the strength as well that permit IKEA enjoys economies of scale. 2.5.2. Weaknesses The weaknesses of IKEA derive into few elements. IKEA niche markets concept did not work in every country. Another potential barrier is IKEA over emphasis low price products may lead to their customers doubtful in products safety. Furthermore, IKEA has limited manufacturing capabilities by its own due to global sourcing strategy. 2.5.3 Opportunities An outstanding corporate realized that encounter weakness is the key of opportunity. The firm has foreseen the great opportunities in developing countries where IKEA may put more concentration on outsource his business in some developing Asia countries which is potential because of low cost manufacturing for example Cambodia. Meanwhile, India high population rates also one of the huge markets for IKEA expansion. IKEA may improve the existing its customers network by promote more online shopping. 2.5.4 Threats IKEA facing extreme environmental threats among competitors, some of the new entry companies adapted IKEA low cost strategy and imitated its flat pack furniture concept in the markets. On the other hand, global economy recession may reduce consumers buying power in emergent markets. Likewise, political instability may influence IKEA business performance. Chapter 3: Main Body 3.1 Assessment on IKEA Current Strategic and Distinctive Competitiveness In order to archive competitive advantages among competitors, IKEA adopted Porters generic strategy which comprise of differentiation strategy, differentiation focus, cost leader and cost focus which enable IKEA differentiate their brand identity among competitors. IKEA uphold its differentiation concept by offering high quality and low cost products to archive competitive advantages. Porter (1985) states that differentiation aims at deliver products and services that are different from the product mix of their competitors at a premium cost. The company provides functional style of self assembly furniture which material used is source globally to reduce the cost. Guardian (2005) describes that IKEA able to cut their prices at an average of 2% to 3% each year to compete in some markets segment. To sustain the differentiation strategy, IKEA may focus in adding more additional features into different products and keep the products user friendly. Adoption of differentiation focus allows IKEA to focus on particular segmentation market. Porter (1985) illustrates that differentiation focus means of differentiating its product within smaller number of target market segment. Recent years, IKEA concentrate its segmentation markets by opening trading office globally to serve customers better. Venorika (2006) states that IKEA opened 46 trading offices in 32 countries by 2006 where the suppliers need to fulfill IWAY code of conduct in supplying materials. To fulfill variety of local demands, IKEA should ensure the suppliers and designers constantly customize some of their products to provide range of choices. The advantage of being cost leader in market is able to draw attention and attract customers in long run business. Guardian (2005) illustrates that IKEA attain cost leaders by working together with its suppliers, provide technology and consultation. Likewise, cost focus can be mutual benefits for manufacturer and consumers where manufacturer save its cost of production and consumers enjoy the cost saving harvest. For example, the benefits of global sourcing where Captell (2005, newspaper) states that one of the IKEA best selling products Klippan sofas price was $354, by 2006 the price has drop to 202. To sustain cost focus, IKEA should critically examine some suppliers and further diversify its major suppliers for their materials. For example, Map of The World (2006) states that Canada, Russia and United States are top timber producing countries. 3.2 Organizational Gaps to Date Increasingly globalization is an enormous challenge for IKEA. To sustain, IKEA should further integrate their management by letting its independent business group has greater managerial decisions to effectively implement business process and boost quicker respond during crisis occur. Carrillat et al (2004) illustrates management that market driving is described to be outstanding in implementing unique business process, figuring market structure and value adding to their organization. Secondly, a company that provides professional service able to retain customer loyalty. Rowley (2005, pg 574-578) states customers loyally are company business core assets in the competitive market environment which add value to a business future. IKEA may review their service policy while dealing with customers flow during weekends. It can be archived by retraining their staffs to handle more customers efficiently. Alternately, the company can increase their manpower by hiring part time workers which is lower cost. Development of information technology has increase convenience in searching broad information. Brent (2005, pg 2) explain that a comprehensive information system allows company strategic core to be flexible, scalable and effectively operating in a high stress and limited resource environment. Hence, IKEA should utilize the information technology resource by promotes online shopping to resolve weekend customers flow issue. 3.3 Performances of Current IKEA Strategy 3.3.1 Analysis on IKEA challenges in US market. IKEA in United States In the mid of 1980s, IKEA entered United States to challenge an entirely different culture. IKEA success in United States doesnt come easily. Although the low price products always preferences of consumers but IKEA still faced difficulties at the beginning stage. Measurement standard and size of furniture were the major issues to IKEA. Nordin study (2002) illustrates one of the customer feedbacks emphasized they were drinking out of vases to refer the size obstacle. In order to delight American markets, IKEA realized the importance of modify its products design to suit local needs. By the mid 1990s, the independent (2003) states that IKEA has successfully increased the revenue from USD 600 million to USD 1.3 billion and became IKEA third largest markets after Britain and Germany by 2002. PESTEL analysis for United States I. Political Factors The research by Wayne et al. (2006, p.101) states that United States exercise constitutional republic in their political system for decision making process. The government promotes equality of laws which is fair to all everyone, therefore the policy has resulted equal opportunity to enhance trade freedom. However, governments tax policies play important role that impact business competitiveness during economy recession. For example, the independent (2009) states tax reform act enacted on 1986, the incentive has benefits individual but loaded burden to corporate. II. Economic Factors The United States gained steady growth of GDP in the past decade. Wright et al. (2007, P.185) illustrates that the capitalist mixed economy result in well developed infrastructure and high productivity that lead United States become the world largest economy. Nevertheless, the saving and loan crisis during 1980s and 1990s has great impact to United States business and financial system. Timothy et al. (2000) states from 1985 to 1995 United States insured thrift institutional deficit from 3,234 to 1,645 has resulted raise in interest rates. III. Social Factors United States is one of the largest countries with highest populations in the world. Adam et al. (2001) illustrates that United States society consists of multicultural immigrants and vary in ethnical diversification. Understand different levels of American culture are a challenge as well as opportunity to overcome barrier in order to compete with local markets. For example, IKEA strategy of niche markets has failed due to American cultural preference in bigger size products. IV. Technological Factors The science and technology advancement have shaped American success in various aspects including economic, education system, infrastructure and legal institutions. Rapid growth of technology provides job opportunities and promotes growth in business markets. In addition, the facilities and expertise available has encouraged foreign investments. Linda et al. (1991) describes that technological advancement is essential for economic growth. Porters Five Forces Model Analysis for IKEA I. Rivalry The competitors try to adapt IKEA strategy by offer low price and functional furniture products. In low end market, Wal-Mart tends to cut price and do promotion on their furniture products. Conversely, Ethan Allen aims for high end market by offer functional quality products with comfort shopping atmosphere. Tewary (2002) states the furniture markets in United States are highly fragmented, the top ten furniture retailers were just stand 14.2% of total markets share. However, IKEAs strength to deliver brand identity in both ends allows the company to develop in coming future. II. Substitutes Currently, IKEA effective global sourcing strategy and unique supply chain management has allows the firm leading without threats of substitute. Moreover, IKEA innovation designs at all time able to satisfy trend of consumers demand. John Leland (2002) states typical Americans shopper like new things, travel abroad, take challenges and functional technology. Thus, IKEA consistently revise the fashion design style of furniture able to tag along consumers trend. Power of Buyers Consumers have limited choice on selection by specific retailer, due to particular retailer focus in certain perspective for example, design, quality, service and pricing. IKEA stands advantage on all. Therefore, the bargaining power is little for consumers. Nordin study (2002) illustrates that customer visit to IKEA able to find good design and low pricing products. Therefore, in IKEA internal perspective, the consumers bargaining power is little. New Entrants Most of the IKEA stores are located outside the cities to avoid massive traffic and provide bigger parking space. IKEA did not expand the markets in metropolitan areas, so there is potential for another furniture retailer to offer low price products to compete IKEA markets share. Tewary study (2003) shows that United Stated furniture reported USD 67 million sales by 2002 and keep on growing. Hence, some of the retailers may seize opportunity in sharing the furniture markets. Power of Suppliers IKEA has high demand in timber for their products. The supplier needs to bids contracts for supply raw material to IKEA. Meanwhile, IKEA will provide consultation in term of technology and training to ensure the consistency of material quality. Hence, the supplier bargaining power is low. Due to green environmental issues, it can impact the timber supply. Knight study (1998) shows that more than 200 million hectares of forests vanished due to development became the barriers of supply raw materials, Green Agreement of Tariffs has signed allows corporation to seek more profitable forest. Factors to Consider in Assessing Industry Attractiveness. Factors High Impact Low Impact Description Ref 3.3.2 Growth Potential and Competitive Advantage IKEA Secure in China IKEA in China In 1998, IKEA opened its first furniture store in Beijing, China. The company core target customers are the middle class young people which are around 30 years old. IKEA realized that different strategy need to be use while entry a new market. Lee et al (1998) states that China has numerous differences in culture, political, economic and business models compare to Sweden. Among the challenges, Trompenaars et al. (2004) illustrates that as a new business entry, language is one of the main barriers for IKEA enter China market. To win Chinese customers heart, IKEA has the Chinese translation named of Yi Jia which means comfortable and family. PESTEL analysis for china PESTEL analysis critically evaluates IKEA potential growth and present arguments on its competitive advantage to secure in China. I. Political Factors China exercise communism in their political system. In China, the government controls all the resource activities. Capdevielle study (2007) states that China enacted reform and opening up policy that opened its market to attract foreign investment in 1978. The policy provided opportunity for many multinational companies to expand their business in China. However, government tax polices influence markets growth. A study of Li et al. (2007, p.26-27) illustrates that 70% of foreign investment enterprise reported loss due to the transfer pricing measure enacted by China in 1990s to control the wealth out of their nation but China has slowly loosen the trade policy to promote business growth. Presently, IKEA adapted joint venture strategy to share risk of losses as well as dealing with government policy to archive competitive advantage. II. Economic Factors The joined of China into World Trade Organization (WTO) has result the country economy growth rapidly. Phang et al. (2010) describes that China is the second largest world economy after United States by 2010 with the GDP of $1.337 trillion. The strong economy growth has raised China people purchasing power toward the housing demand which can be a huge potential for furniture industry. Wang (2003, p.121-143) states that housing investment annual rates has increased by 20% which is currently urban Chinese most important property. Nevertheless, IKEA facing competitive challenges in China local markets due to government weak control on intellectual property. Imitation of brand pattern which offer in very low price often found in China markets. Therefore, IKEA global sourcing strategy and supply chain management effectiveness which constantly offer low price products determine the company growth. III. Social Factors China has the world largest population. A study by Judith et al. (2010, p.4) illustrates that population of china has risen approximately to 1.35 billion by 2010, the world largest population and estimate to be peak during 2030 which is 1.5 billion. From the social point of view, that is a great opportunity for foreign investor to fight against the business markets share. However, the population aging issue and the one child government policy in China should be taking into consideration due to IKEA targeting young middle class people. Bloom et al. (2008, p.40) states that China population aging and low fertility rates could result impact on future economic growth. IV. Technological Factors Over the past decade, China has archive significant improvement in their science and technology development. The rapid improvement in research and development drive manufacturing industry expansion and create more jobs opportunity. Wang (2007) illustrates that china government implement policy to raise the ratio of RD to GDP, resulted sustainable growth which reported 1.4% by 1996 compare to 0.7% of GDP in RD during 1987. Nonetheless, lack of local core technology may increase foreign company cost in buying the technology license and import to China. For example, the independent (2006) states due to the lack of core technology, local company paying 20% to 40% of price for each computerized numerical control machine. Yet, IKEA stand advantage with the unique value chain management in providing technology consultation for their suppliers to maintain long term business relationships. 3.3.3 IKEA Current Strategy on Market Diversification (China) IKEA Diversification in China Globalization is the current trend for most of the companies nowadays. However, Brooks et al. (2004, P.233) illustrates that there is certain level of risk to invest in foreign country. To gain market share in new entry countries especially Asia, IKEA corporate and business strategies determine its sustainability and competitive advantage among competitors in future. For example, IKEA globalization strategy in Asia country, China, comprise of joint venture, localization and pricing strategies. Joint Venture First of all, IKEA decided to joint venture with local companies in China due to one of the macro-environmental element which was China government policy. Capdevielle et al (2007) elucidates that China practice joint venture policy to gain mutual benefits and principal of equality for their nation. Dealing with entirely different culture, IKEA adapted passed experience in globalization to analyze China market. Joint venture strategies add value to IKEA by sharing risk of losses. Bragssington et al. (2003, p.106) points out that full analysis should be conduct in order to informed the expansion decision to contribute the success in investment. Localization To continually growth IKEA business after joint venture, the firm adapted localization strategy to suit local Chinese culture. For example, the independent (2005) illustrates that IKEA localization strategy consists of offer wide range of Chinese market products that tailor customers preference as well as the design of showroom is constructed accordance to Chinese style. Despite of it, IKEA also focus on Chinese sub-culture to lure the local customers. Copeland et al. (1986) states that Chinese preference on decoration in red color during Chinese New Year which means good luck and fortune. Recent years, one of the most exclusively IKEA localization effort was during Chinese New Year. In 2006 Chinese New Year, many IKEA products designed with red rooster to welcome the Chinese year of rooster. Pricing Strategies IKEA based on its low price strategy in offering wide range of quality products to consumers. Usunier (2000) elucidates that product price is always a vital communication element between buyers and sellers. To compete with local furniture retailers, IKEA has dramatically slashed their products price and outsourced locally to reduce cost. Song (2005) points out that currently 70% of IKEA selling products are made in china and certain products has slunk 70% of its original price. For example, the tray BAGN for eating on bed purposes cost RMB 29 in 2007 compare to its price RMB 89 during 2000. Chapter 4: Recommendation To survive in the changing environment, IKEA have to constantly adapt changes and aware on customers preference trend. Several elements IKEA may focus to improve its value proposition as well as to maintain competitive advantages. 4.1 Justification on IKEA diversify strategy in China Joint venture strategy in China has improved IKEA operational network and culture understanding. Jonsson (2008) states that IKEA react more responsive to the local Chinese demands due to the sharing knowledge of Chinese culture with joint venture partners. Recent years, Capdevielle (2007) points out that IKEA has currently offer typical Chinese furniture such as Chinese kitchen wares. IKEA pricing strategies in China have significant progress throughout the years. Wei (2007) illustrates that by 2002 IKEA overall products price drop 12% and sales increase by 35% in 2003 compare to year 2002. Despite of it, IKEA move further to improve their customers service. Wei (2007) also mentions that IKEA started to provide delivery service with a little charge and even free of charge for deliver their products for those area are near. 4.2 IKEA Diversification on New Asia Country As the global business operational costs increase for example labor cost. IKEA may look for alternative opportunity to source its business from developing country. Cambodia can be IKEA potential business expansion due to the broad agriculture activity and strong GDP growth in recent years. Mohan (2005, p.10) points out that there is potential growth in future for Cambodia as an agriculture dependent country due to the labor cost advantage. Furthermore, Purcell et al. (2010, p.9) states the opened policy of Cambodia government in joining the ASEAN and WTO has increased the GDP 9.6% by 2007. The political and economic factors are vital elements IKEA should consider while entering into a new market. 4.3 Continue Focus on Innovation Innovation is a key in adding value to development of organization. Drucker (2002, p.95-103) states that capability to be innovative in an organization is the key to endure business grow. IKEA has a very different innovation perspective compare to others organization. Victoria et al. (2007, p.46) illustrate that IKEA posses unique forms of innovation in introducing new technology, widening the low cost products design range to maintain long term suppliers and consumers relationship. Victoria et al. (2007, p.46) also mentions IKEA focused on technological innovation by online products provision and supply chain management which contributed to the growth of its business. The critical factors to continue IKEA success in innovations are all level of consumer centric innovation, further analyzes the segmentation markets by research and innovative marketing campaign to match local preference. 4.4 Reviews on Strategy Competitiveness For IKEA to lead furniture industry as a market driver, the firm should periodically review and enhance the existing strategies. Adaption of blue ocean strategy enables IKEA to seek the value of innovation by cost reduction and differentiate it products to meet customer needs. Kim (2005, p.4) explains that blue ocean strategy enable corporate to create new customer value and provide lasting core competitiveness. Moreover, blue ocean strategy challenges the traditional business concept in breaking market competition and growing organization brand identity. Continually review the business strategy provides bigger picture and direction for an organization to attain growth in future.

The Truman Show :: essays research papers

<a href="http://www.geocities.com/vaksam/">Sam Vaknin's Psychology, Philosophy, Economics and Foreign Affairs Web Sites â€Å"The Truman Show† is a profoundly disturbing movie. On the surface, it deals with the worn out issue of the intermingling of life and the media. Examples for such incestuous relationships abound: Ronald Reagan, the cinematic president was also a presidential movie star. In another movie (â€Å"The Philadelphia Experiment†) a defrosted Rip Van Winkle exclaims upon seeing Reagan on television (40 years after his forced hibernation started): â€Å"I know this guy, he used to play Cowboys in the movies†. Candid cameras monitor the lives of webmasters (website owners) almost 24 hours a day. The resulting images are continuously posted on the Web and are available to anyone with a computer. The last decade witnessed a spate of films, all concerned with the confusion between life and the imitations of life, the media. The ingenious â€Å"Capitan Fracasse†, â€Å"Capricorn One†, â€Å"Sliver†, â€Å"Wag the Dog† and many lesser films have all tried to tackle this (un)fortunate state of things and its moral and practical implications. The blurring line between life and its representation in the arts is arguably the main theme of â€Å"The Truman Show†. The hero, Truman, lives in an artificial world, constructed especially for him. He was born and raised there. He knows no other place. The people around him – unbeknownst to him – are all actors. His life is monitored by 5000 cameras and broadcast live to the world, 24 hours a day, every day. He is spontaneous and funny because he is unaware of the monstrosity of which he is the main cogwheel. But Peter Weir, the movie’s director, takes this issue one step further by perpetrating a massive act of immorality on screen. Truman is lied to, cheated, deprived of his ability to make choices, controlled and manipulated by sinister, half-mad Shylocks. As I said, he is unwittingly the only spontaneous, non-scripted, â€Å"actor† in the on-going soaper of his own life. All the other figures in his life, including his parents, are actors. Hundreds of millions of viewers and voyeurs plug in to take a peep, to intrude upon what Truman innocently and honestly believes to be his privacy. They are shown responding to various dramatic or anti-climactic events in Truman’s life. That we are the moral equivalent of these viewers-voyeurs, accomplices to the same crimes, comes as a shocking realization to us. We are (live) viewers and they are (celluloid) viewers.

Effects of Reality Shows on Society

EFFCTS OF REALITY SHOWS ON SOCIETY Dissertation submitted in partial fulfillment of the award of the Degree of Master of Business Administration in M&E (2011 – 2013) By NEENA MALVIYA 112516026 Manipal University Bangalore Campus Bangalore December 2012 EFFCTS OF REALITY SHOWS ON SOCIETY Dissertation submitted in partial fulfillment of the award of the Degree of Master of Business Administration in Media and Entertainment By NEENA MALVIYA Department of Media and Entertainment Manipal University Bangalore Campus Bangalore 19-11-2012 DeclarationI hereby declare that this dissertation titled ‘EFFCTS OF REALITY SHOWS ON SOCIETY’. Submitted in the partial fulfillments of the requirements of the Degree of Master of Business and Administration in Media and Entertainment of Manipal University Bangalore Campus, has been written under the guidance and supervision of Prof. Sachin. s. Tantri. This dissertation or any part thereof is not submitted for any purpose to any other U niversity. Bangalore Abhijeet Gangoli Date: Prof. Shinu Abhi Prof. Sachin.S. Tantri (Head of the Department) CERTIFICATE This is to certify that this dissertation titled‘ EFFCTS OF REALITY SHOWS ON SOCIETY’’. submitted by Neena Malviya the partial fulfillments of the requirements of the Degree of Master of Business and Administration in Media and Entertainment of Manipal University Bangalore Campus, is based on the research work carried under the guidance and supervision. This dissertation or any part thereof is not submitted for any purpose to any other University.Bangalore Date: Prof. Sachin. S. Tantri ACKNOWLEDGEMENT I would like to acknowledge everyone who helped me complete my dissertation. I would like to express my gratitude towards Prof Sachin. S. Tantri for their excellent guidance and timely advice. I would like to thank the respondents who patiently answered questionnaire that formed the crux of my research topic, Industry professionals who gave me w onderful insights during the in-depth interviews and my friends and family for their continued support.I would also like to thank our Head of the Dept. Prof. Shinu Abhi for training us in the concepts of Research Methodology. Table of contents Title page Declaration by the student team Acknowledgement from the student team Table of contents List of tables Executive summary Chapter 1: General Introduction I. Introduction to the study II. Background to the study Chapter 2: Introduction to the problem I. Title of the Study II. Statement of the problem III. Objectives of the study IV. Scope of the study V. Limitations of the study Chapter 3: Industry / Company profileI. Industry Profile. II. Products/services profile. Chapter 4: Review of Literature Introduction I. Literature review II. Theories applicable to the study Chapter 5: Research methodology I. Research design II. Hypothesis if applicable, III. Sampling IV. Tools for data collection V. Field work VI. Methods of data analysis Ch apter 6: Data Analysis I. Data analysis tools. II. Simple tabulation, cross tabulations, descriptive statistics, hypothesis testing and Qualitative Analysis. Chapter 7: Summary of finding, suggestions and recommendations Chapter 8: ConclusionExecutive summary: India is the world’s third largest TV market with almost 138 million is growing optimism in the industry. There will be great demand TV Households (HHs) next to China and USA. The television and broadcasting industry has grown tremendously could be tapped for further growth of the medium over the last two decades, with an average growth rate in double digits. The industry added almost 100 million viewers in 2010 to reach 600 million viewers and crossed the 550 channel mark from 460 in 2009. The report analyses on reality television shows.It identifies that the popularity of these shows among networks and marketers are due to monetary opportunities and brand awareness. These shows have psychological, social, cultural and personal effects on consumer behavior has they learn and relate to the contestants situations and problems. This behavior affects trends and patterns in retail buying power and the right viewers exercise in showing reaction has they are empowered to participate in the shows. It also puts forward the cultural, political and social factors as reality TV concepts are not readily adaptable and require modification.After immense success of these shows, viewer’s arte contended as its entertaining even when it lacks realism. Finally it concludes that these shows are more interested in profit making than entertaining viewers. The report also recommends for media to accept responsible journalism and focus on ethics and moral to target social problems. chapter 1: General Introduction 1. 1 Introduction to the study â€Å"A reality show is the live telecast of the performance or the activity of the person who may be the expert or non expert of the respective field in unpredictable envi ronment &in unscripted manner†.

Eight O’ Clock

Eight O’Clock What happens when the church bell tolls your final hour? Does your party dress turn to rags and your beautiful carriage revert back into a pumpkin? What do you do when your last sixty minutes are up? Many people pray to their God for salvation, and many others wish to go back and correct the wrongs in their lives. Many, though, await death’s embrace by cursing fate and dreading their moment of death, just as the man in A. E. Housman’s poem, â€Å"Eight O’Clock† does. The man in the poem is on death’s row and, rather than repenting and hoping for forgiveness from on high he laments his fate and angrily awaits his doom.It is apparent that the man awaits death because he is â€Å"strapped, noosed, [and] nighing his house. † To be strapped means that there is no way out, presumably from his situation, and he most certainly is for his situation is quite dire, and at this point he has no real chance of survival. To be noosed me ans one has a noose – a rope for hanging – tied around one’s neck so that he may be hanged which only adds to the fact that he’s certainly strapped. To nigh one’s hour means to near it, and the man must be nearing his final hour for he is certainly ready for his hanging and he continues to count down until his doom.Time is emphasized several times in the poem, showing just how close to death the man is. â€Å"[He] heard the steeple sprinkle the quarters on the morning town,† which is to say, he heard the bell toll each quarter of an hour as though it were raining down upon him just to mock him. The man counted them one-by-one until, on the final ring before he met his fate, â€Å"the clock collected in the tower its strength, and struck†. The clock’s strength refers most probably to how heavily it must ring. To the man, on that final quarter hour toll, it must have sounded as heavily as he had ever heard it.For, truly, it would be the last time he ever heard it. Rather than accepting his fate, the man sits and curses it instead. To accept what is happening to him would be to admit that what he did to deserve his fate was wrong, that he was truly guilty of sin. To feel that guilt, to repent for what he had done, would be to ask forgiveness, which in all rights is the smarter path to follow. Yet, for some reason, the man asks not for forgiveness, but for the wrath of God. The man does this because it is most likely he has committed no actual crime, his fate is not deserving of the punishment bestowed upon him.He has either been framed, or the punishment placed upon him much more severe than his transgression would merit, why else would he not ask forgiveness for what he had done? It is easy to curse one’s fate. It is easy to blame others for what has occurred. It is easier, still, to believe oneself innocent even when he is not. It is not easy, however, to stand and wait for death to arrive knowing t hat the path one chose should not have lead them there, that he should not be on his way out.

The Value Of The Modern Management Accounting System

The Value Of The Modern Management Accounting System Free Online Research Papers Today, because of revolution in management accounting, both smallest corner store and largest multinational organization start their own innovation on their accounting perspective. They were successful by applying new cost accounting model such as ABC systems and JIT system to improving the cost accounting system. Their Sociological perspective can be understood as a point of view that focuses not on individuals but their group or society, this is another concept that can be improve the value of modern management accounting system. Nowadays, most successful organization are more and more concentrate on the management accounting system innovation, by using both technical model and sociological/behavioral perspectives to improve the value in their management accounting system. The following essay will discuss the organizations how to apply the management control system to improve the working performance, and guide the employees achieving the goals. Introduction Simon (1995, p5) states that management control system as â€Å"the formal information-based routines and procedures managers use to maintain or alter patterns in organizational activities†. Management control system plays an important role in management accounting, it helps the directors to make decisions in daily operation and give good strategies of the business. In general, this system collects and uses information to aid and coordinate the planning and control decision. Moreover, the main point of management control system is to guide the behavior of the managers and employees to achieve the goal. In addition, management control system collects both financial and non-financial information inside and outside of the company. Management control system could depart as formal and informal control system. However, according to Simons’ definition of management control system the formal management control system much more helpful to aid the company achieve the goal. Becaus e to the formal management control system itself, it includes the explicit rules, procedures, performance measures and incentive plans so that it could guide the behavior of its managers and employees. The formal management control system consists of some systems and management accounting is one of the formal systems that provide information about revenue, cost and income, and according to this information. The manager could create the strategies and improve the working performance. This kind of system referred as a technical control system. However, only the technical control system is not good enough to guide the manager and employees achieving the goal. Hence, human resource system becomes another formal management control system which prepares the information on recruiting, training, absenteeism and accidents. It also supports a quality system that provides the information on scarp, defects, rework and late deliveries to customers. This kind of system is facing to the public whi ch is referred as a sociological control system. The main function of management control system is to sufficiently combine these two system so that to help the business improve the performance and achieve the goal more effectively. (Horngren, et al, 2003, p754) Technical control system As management accounting system is one of the formal management control system, and planning is one of the management process phase. Planning is used by management to develop the organization’s objective or goal, and set a plan that how to achieve it. For example, one organization set its objective to increase the market share by 10% and introduce its new product. The organization might decide to three actions to achieve it, increased advertising budget, open a new sales territory, and increase the research and development budget. Strategic planning is one kind of planning which is used by management to develop long-run courses of action to achieve the goal. Usually, a strategic planning involves a period’s cove five or ten years. Therefore, the plan serves as the basis for the long-term commitment of organizational resources. A strategic plan is approved by senior management level; it should integrate all aspects of the enterprise’s operations to achieve the lon g-term objective. Strategic plan should be periodically reviewed and revised, because it could be changed by environment during the operating period. Furthermore, in the short-term, operational planning is a short-run planning for achieving the operational goal. The objective of the operational plan should absolutely support all strategic planning of the enterprise. Thus, operational plan sets a period from a week or a month to several years. (Robin Copper, Regine Slagmulder, 1998, p.16) Operational plans are typically designed to achieve quality goal such as customer satisfaction, production and cost. In management accounting system, budget is a good tool for planning and achieving the operational objective. Budget is a process of translating the planning and programming decisions into specific projected financial plans for short-run. It is a segment of action programs adopted that set out planned and estimate the resources to be applied for the budget periods in order to attain the accomplishments. It also includes financial and non-financial aspects of the plan and the blueprint of the company in the upcoming years. As a management accountant, usually spend a lot of time in preparing and analyzing the budgets. The reason is that the manager could get some advantages from budget. The first advantage is strategic planning and implementation of plans. The managers could set its effective strategic planning access budget and match its marketplace and its opportunities to accomplish the goal. In addition, framework for judging performance is also an advantage of budget. Budget can overcome two limitations of using past performance as a basis for actual result. The third advantage is motivat ing managers and employees. A lot of research shows that budgets could challenge to improve the working performance. Because if the company can not achieve the budget number, it is viewed as a fail operation. Most managers and employees will work hard to avoid the failure and try the best to achieve the goal. That means the budget could push the managers and employees to achieve the goal more active. (Horngren, et al, 2003, p176) However, a successful of a business is not enough to be created by a good budget. Control is an important and necessary tool to meet the budget. It monitors the result between budget and actual to determine if the budget result is achieved or not. (Battistutta and Duncan, 1998, p355) When the managers have planned the goals and directed the actions, there comes the need to assess how well the plan is working. â€Å"Control is taking actions that implement the planning decisions and deciding how to evaluate performance and what feedback to provide that will help future decision making.† (Horngren, et al, 2003, p6) Controlling monitoring the operating results of implemented plans and comparing the actual results with the expected results. This feedback allows manager to isolate significant departures from plan for further investigation and possible remedial action. It may also lead to a revision of future plans. This philosophy of controlling is sometimes referred to as management by exception. For example, if actual department costs incurred in maintaining a process significantly exceed expected costs, then an investigation may be conducted to determine the cause of the difference so that corrective action may be taken. (Robin Copper, Regine Slagmulder, 199 8, p.17) Today many industries are reaching capacity levels and enjoying increase the sales and profits, the most significant change for manufacturing environment is â€Å"by increased automation and computerization, reduced levels of direct labor and inventory, increased attention to product and production planning, and shorter product life cycles.† (Anonymous, 2004). Such these manufacturing philosophies were along with the changing technologies, and as for the traditional cost accounting model, it can not be matched. Because the traditional costing accounting gives too little attention to internal and cost controls and cost controls, matches revenue and expenses improperly. Thus an alternative to these suggested solutions is for the accounting system to adopt for new method of accounting for product costs under generally accepted accounting principles (GAAP). â€Å"Activity-base costing, technology, and JIT (Just-In-Time) system have been developed to update the traditional account ing model so it adequately reflects today’s manufacturing environment.† (Seed, Allen H, 1990) These methods focus on cost control and the elimination of the overhead allocation problems therefore to improving the value of management accounting system. The later paragraph will discussed in more detail below to show why and how the traditional cost accounting model should be changed. Activity-base costing â€Å"Activity-base costing Accounting accumulates product cost and other financial and operational information based on the activities required to manufacture the product or achieve a financial or operational goal.† (Dilts, David M; Grabski, Severn V., 1990) Today’s management accountants are not allocating overhead to production solely on the basis of direct labor rather than before. The first step in activity-base costing is to identify the products that are the chosen cost objects. Such as the company make the men’s shoes named M-47. Then the direct costs should be identified next, after they developed the all cost account, all the cost should be allocated to activities. For example, the machine costs are allocated on the machine hours, and the direct labor costs are allocated on the direct labor hours. The left steps for ABC system is select the cost allocation bases to use for allocating indirect cost to the products, and identify the indirect cost associat e with cost allocation base. The last step is to compute the rate per unit and indirect cost allocated to the products. This method of allocation relates products costs directly to the resources used to produce them, comparing with the traditional model, they found that â€Å"overhead costs applied to their products could be as little as one-fifth or as much as 20 times the amounts applied under the traditional model.† (Dilts, David M; Grabski, Severn V., 1990) Controls also are strengthened under activity accounting because costs are controlled at the activity level where they are being incurred. The traditional model emphasizes cost control at the finished product level after the goods have been produced and the costs have been incurred. Therefore, activity base costing can be improved the management accounting by the stage of cost allocating and controls. Just-In-Time System The concept of JIT was defined of reducing inventories by working closely with supplies to co-ordinate delivery of materials just before their use in the manufacturing or supply process. This means JIT can minimize the inventory by supplying material and components to the production line directly before placement in to the product. Furthermore, in the ultimate JIT system, inventory is constant from year to year means that the cost of goods sold equals the cost of goods manufactured. However, normally, costs of goods, includes raw materials, work in process, finished goods inventory and cost of good sold. If cost of goods sold equals the cost of goods manufactured, then cost of goods sold will disappear, lead ending inventories to be immaterial. On the other hand, JIT profoundly affect the unit cost concept. â€Å"A successful JIT system requires the just in time supply of defect-free inventories to all stages of production.† (Anthony A. Atkinson,CMA 1998)This is means to improving the productivity by reducing the waste and the production costs. Sociological control system It is not good enough for the company to achieve the goal for using technical system. Sociological control system could assist the company and achieve the goal easily. People may have problems from the planning and controlling. Of course, budgeting will bring a lot of benefits for operating the company in the future. However, budgeting could bring the stress to all employees to achieve the goal at the same time. For example, in order to be effective, budgeting need to built â€Å"honest† relationships been the lower-level managers and high-level managers even their bosses. Because the lower-level managers want to keep successful and they may give the wrong number to higher-level managers and their bosses. â€Å"Empowerment is the most recent management initiative aimed at getting more effort, commitment involvement, and output from employees throughout the organization.† (Macintosh, 1994, P1) Thomas Johnson is a proponent of employee empowerment person. He believes that the problem can be solute by lower-level employees. Because they deep understand of production processes and customer concerns so that they could use the accounting information to aid the organization achieve their objective.(Macintosh, 1994, P1) Johnson also argued that there was a problem by using â€Å"remote control management† in the past couple of years. He said, Attention of management at all levels focused on costs, profit, ROI, leverage, and other financial results. Not shop floor organization and satisfaction of customer wants. Managers began to manipulate processes to achieve accounting results, instead of monitoring well-run processes by occasionally checking accounting results. Process management-intuitively understood by most managers before the 1950s-was quickly replaced by â€Å"managing by the number†. Worse, top managers increasingly identified and defined â€Å"process† in term of whatever it took to achieve desired accounting result. And that view of things was telegraphed throughout every level of almost every business in the nation. (Johnson, was cited by Macintosh, 1994, p10) Johnson also believed that â€Å"remote control system misleads managers into chasing false imperatives†¦always sustain output at a level to cover all costs, and always persuade customers to buy output at prices high enough to earn the market’s required rate of return† (Johnson, was cited by Macintosh, 1994, p10). Remote control by the numbers merely encourages lower-level managers â€Å"to manipulate (or tamper with) processes in order to achieve accounting cost and revenue targets dictated by â€Å"top down† command and control information† (Johnson, was cited by Macintosh, 1994, p10). Such actions are the opposite of the responsiveness and flexibility needed in today’s global markets.† In fact, this kind of higher-level manager does not understand how to satisfy customers’ needs and wants at all. More disturbing is they did not care the employees who actually produce and market the products. In summary, beside strategic management, many organizations are in order to gain and keep the competitiveness and they focus on their basic resources and employees. The competitiveness of the marketplace has placed a premium on productivity, quality and creativity. However, higher level of productivity and quality cannot be achieved by the employees who are alienated and disinterred. (Aryee, 1993, p227) Analysis As a result of buttered by intense level of competition under globalization of the marketplace. Most organizations need to apply an effective management system to create a committed workforce. Hence, management control system links socialization practices to the business strategy so that it can improve the working performance and aid the employees achieve the goals. Posneret al. (1985, p. 294) cited Watson (the legendary head) of IBM as saying: I believe the real difference between success and failure in a corporation (can very) often is traced to the question of how well the organization brings out great energies and talents of its people. What does it do to help these people find common cause with each other? I think you will find that it owns resiliency†¦to the power of what call beliefs and the appeal these beliefs have for its people. In other words, the basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than to technological or economic resources, organizational structure, innovation and timing. (Posneret, was cited by Aryee, 1993, p229) â€Å"Human resource management can help a firm obtain competitive advantage lowering costs, by increasing sources of product and service differentiation or by both†. (Posneret, was cited by Aryee, 1993, p229) For example, human resource management should make their own employees happy so that the employees could work harder to help the firm achieve the goal. Active working behavior could improve the working performance, and it must reduce the costs and increase the sources of products and services. Oppositely, if the employees lost the commit and then, a negative working behavior will exist at the same time. It will cumber the development of the firm. Therefore, â€Å"Strategic human resource management posits that organizations select human resource management practices that stimulate and reinforce specific employee behaviors required to successfully implement organizational strategy.† (Collins, was cited by Aryee, 1993, p234) For example, the strategic human resource management could include that the company could set a bonus to encourage the employees who did good job. This action could motivate the employee working harder. Conclusion The two parts, one is improving the value of management accounting system by technical model, and the other is sociological/behavioral perspectives. In the technical model, it was mainly talked about the ABC system, JIT system, and technology accounting as the tool to improve the value of the management accounting systems and practice. Furthermore, Sociological and behavioral also can lead the management accounting system value improve, based on their external and internal environment. Try to be more concentrate on the customers, as much as lower the input price, to get more competitive advantages, therefore, to improving the productivity and lower the production costs by applying the technical method, as a results to improving the value of the management accounting system. Therefore in conclusion, move to the successful organization, the group need to be brave in innovation, although the financial technical such as costing accounting system but some other perspectives like non finan cial perspectives sociological and behavioral is also important for an organization to move to successful. The main function of management control system is to combine technical method and sociological method, and aid the working performance lead to guide the employees achieving the objective. References List Anonymous (Apr 2004) â€Å"10 Tactics That Foster Most Effective Change In Accounting Depts.† Accounting Department Management Report. New York: Vol.04-04 pg.1 Anthony A. Atkinson, CMA ( Nov 1998) â€Å" The Exchange† Management Innovation And Cost Accounting , Vol.62, Iss.9; pg.14 Aryee. S., (1993), Creating a committed workforce: linking socialisation practices to business strategy, Issues in strategic management accounting. Sydney. Harcourt Brace Jovanovich. 1993. 297 p. p 227-239 Battistutta, S and Duncan?S, (1998) Accounting For Non-accountants, Nelson Australia Pty Limited, South Melbourne. Dilts, David M; Grabski, Severn V. (Feb 1990) â€Å"Advanced manufacturing Technologies: What They Can Offer Management Accountants† Management Accounting; 71, 8; ABI/INFORM Global pg.50 Horngren, C., Foster, G. and Datar, S, (2003), Cost Accounting: A Managerial Emphasis, 11th ed, Prentice-Hall International USA. Macintosh, N. (1994), ‘Employee Accounting Systems’ in Management Accounting and Control System: An Organizational and Behavioral Approach, J Wiley, New York, p245-256. Robbins, Stephen P., Bergman, Rolf, Stagg, Ian and Coulter, Mary, (2003), Foundations of Management, Pearson Education Australia, Sydney. Seed, Allen H (Feb 1990), â€Å"Improving cost management†, Management Accounting; 71, 8; ABI/INFORM Global pg.27 Simons, R. (1995) Levers of Control, Harvard Business School Press: Boston MA. Research Papers on The Value Of The Modern Management Accounting SystemThe Project Managment Office SystemBionic Assembly System: A New Concept of SelfIncorporating Risk and Uncertainty Factor in CapitalDefinition of Export QuotasOpen Architechture a white paperNever Been Kicked Out of a Place This NiceMarketing of Lifeboy Soap A Unilever ProductTwilight of the UAWThe Effects of Illegal ImmigrationStandardized Testing