Analysis of 2010 Old Spice Campaign

Analysis of 2010 Old Spice Campaign Introduction This essay aims to analyse the 2010 Old Spice Campaign which began with the release of the â€Å"Man Your Man Could Smell Like† commercial and finishing with the interactive â€Å"Response† campaign. The first part of the essay will explain about the brand Old Spice and the stiff competition it faced which resulted in Old Spice having to change their brand image. The second part of the essay will explain the 2010 Old Spice campaign in detail by explaining the rationale behind its conception, its launching and its audience reception, which was further bolstered by the launching of the â€Å"Response† campaign. The third part of the essay aims to analyse the campaign’s overall effectiveness in terms of a rhetorical context and an audience, market and social cultural context. Finally, the essay concludes by explaining the impact and overall significance of the campaign. Old Spice Old Spice is a well-known brand of male grooming products that has been around since 1938 and was acquired by Proctor and Gamble (PG) from the Shulton Company in 1990, who soon shifted its target audience from the older generation of 40 to 60 year olds, to focus on the younger generation of 13 to 34 year old men. Old Spice soon grew in prominence after PG released several new products under its brand that grew to become leaders in the market, like its men’s deodorant line (Belch and Belch, 2012). Problem However, by 2003 competition arises from the Unilever Axe brand, who are market leaders in Latin America and Europe. Axe’s advertising campaigns relied on suggestive images of provocative woman and evocative taglines (Belch and Belch, 2012). By 2009, stiff competition have resulted in Old Spice falling behind and big losses in market share. By the time of the 2010 Super Bowl, Unilever would begin a campaign for Dove Men’s body wash during the event, which therefore endeavoured Old Spice to shift focus back to them in order to boost sales and inhibit further losses in market share (Gold Effie Winner, 2011). Market Research Severe competition from Axe prompted Old Spice to revitalize their brand image in order to keep up, and thus approached advertising company, Wieden + Kennedy (W+K) in order to achieve it. Research done by W+K found that Old Spice’s target audience of the 13-to 34-year-old males were perplexed from the many types of body grooming products. The target audience was quite withdrawn to spend time and explore the options thoroughly, deeming them too confusing, too lady-like, or frankly â€Å"unsuitable for them†. Most men also perceive body wash as being a female product which is unnecessary for them to use. Old Spice also lacked a manly image and has the fixed perception of being used by old people, which did not appeal much to their target audience of younger generation males. The results prompted W+K to relocate Old Spice as the easy, masculine choice for serious men amidst the complicated, crowded and confusing, body product category (Belch and Belch, 2012). Campaign In February 2010, Old Spice released the â€Å"Man Your Man Could Smell Like† campaign. Objectives: The main objective for this advertising campaign was to change the perception of Old Spice being the product of the baby boomer generation in order to fit and appeal with Old Spice’s new target audience of younger men, which resulted in the creation of the â€Å"Old Spice Guy† (former NFL sportsman, Isaiah Mustafa). Target Audience: Despite the targeted market of the Old Spice product being men aged 13 to 34 years, the campaign targeted women instead as research revealed that most purchases regarding body cleansing made by men were decided by their female counterparts. Old Spice decided to directly reach out to women by telling them that â€Å"I am the man your man could smell like†, which would prompt them to purchase Old Spice in order for their male counterparts to smell like the Old Spice Guy. The aim was to spark a discussion between women and men about the benefits of having masculine-smelling body wash (Old Spice) for men over â€Å"female-scented† brands (Gold Effie Winner, 2011). Commercial: A 33 second video was filmed featuring Isaiah Mustafa as the â€Å"Old Spice Guy† explaining the benefits of using Old Spice over â€Å"lady-scented† body wash brands. Description of commercial as follows: The Old Spice Guy faces the camera and greets the women, wearing nothing but a bath towel, prompting the viewer (in this case, ladies) to look at their male counterparts and back to him a few times in order to compare their attractiveness. He concludes that unfortunately, their male counterparts do not look like him but an alternative is, that they are able to smell like him when they stop using lady-scented body wash and switch to Old Spice. The set then transitions smoothly to a boat out at sea, in which he holds up an oyster that contains, â€Å"two tickets to that thing you love†, before turning into many diamonds flowing down from his hand, and then exclaiming again that, â€Å"anything is possible when your man smells like Old Spice and not a lady†, while the Old Spice product materializes from the diamonds, before the camera pulling back and revealing that he’s on a horse (Old Spice, 2010). Launch: It was decided that the video would be released on social media platforms, rather than the Super Bowl. W+K thus secured search engine keywords that would direct users to the commercial when searching for Super Bowl commercials in order to generate buzz. The video was soon released on YouTube on February 4th, 2010, before going on television soon after. Old Spice’s website and social media pages was altered in order to adapt to the commercial. The website displayed visuals of youthful males participating in various â€Å"masculine† activities. Their Facebook and Twitter pages also featured images of the â€Å"Old Spice Guy†. Print ads also accompanied the release. Post-launch, the advertisements aimed to fulfil another criteria which is: getting males and females to start conversations about the campaign. The media buy was thus aimed at environments where men and women would be viewing it together. Examples like American Idol, the Winter Olympics, the TV show Lost and most importantly, in cinemas during the weekend of Valentine’s Day. Soon, the campaign became increasingly widespread and popular, achieving millions of views and multiple parodies. The â€Å"Old Spice Guy† also made appearances on talk shows like Oprah and Ellen DeGeneres. The campaigns popularity, resulted in the â€Å"Response† campaign, an event which went on for two days, in which the â€Å"Old Spice Guy† recorded over 186 personal video messages to internet users who posted comments about the commercial on social media platforms, which was then uploaded online (Wieden Kennedy New York, 2010). Reception: *Both Sources from Golden Effie Award, (2011) As shown in the pie chart above, Old Spice managed to achieve its primary objective of the campaign by dominating online conversations about body wash with 76% of the majority share throughout the period of January and March, 2010. By April, â€Å"The Man Your Man Could Smell Like† video garnered more than 10 million views on YouTube, which was more than 10 times the amount of views accumulated for Dove’s Super Bowl commercial (Wieden Kennedy New York, 2010). The â€Å"Response† campaign reached 20 million views on YouTube in just three days, and Old Spice’s social media following increased substantially. After the â€Å"Response† campaign, followers increased about 2700% and 60% for Twitter and Facebook respectively. YouTube subscribers increased from 65,000 to 150, 000, as well as traffic to the Old Spice website increasing up to 300%. As shown in the graph above, sales of Red Zone Body Wash also increased up to 125% from the time of the campaign’s launch to July 2010. Old Spice soon became the number one All-Time Most Viewed branded channel on YouTube. (Wieden Kennedy New York, 2010). Own View Old Spice succeeded in reinvigorating its image by adding a youthful, masculine and alluring appeal to its personality and image. It also established a positive reputation for itself through the commercial’s use of humour by becoming, â€Å"the brand with hilarious commercials†. Audiences will now immediately assume that future Old Spice commercials will be entertaining and thus will pay attention to them. This has allowed Old Spice to break free of the crowd of other commercials and prompts audience to focus on the messages. Although subsequent commercials may not be as interesting or persuasive, audiences are still likely to be watchful for any Old Spice advertisements expecting entertainment. The commercial’s humour was sufficiently good and enough as well. Old Spice Guy’s exaggerated masculinity was the right amount of funny to stimulate the viewer’s sense of humour. The Response campaign was also brilliant in every way as it allowed for higher interactivity and a real intimate engagement and relationship with the target audience as well as providing quality entertainment value. Rhetorical Analysis This section aims to provide a rhetorical analysis of the first â€Å"Man Your Man Could Smell Like† commercial video (Old Spice, 2010). The campaign targets women, hence, Old Spice Guy initially addresses women in order to appeal to their desire of making their male counterparts more attractive, however, he indirectly targets insecure males who themselves want to BE more attractive to women, which is the product’s main target audience. The ethos (narrators’ character and credibility in gaining approval) of the Old Spice Guy is by exhibiting the good traits he possesses; muscular, good-looking and tall which reinforces the credibility of the product and suggests that anyone who uses it would be as desirable as he is. The commercial also displays diamonds materializing out of the Old Spice Guy’s hand in which suggests that the character is wealthy and the sequence with the â€Å"two tickets to that thing you love† coming out of the oyster suggest that he can get anything a women desires. This reinforces the perception that he is the exemplary man. Next, the character uses pathos (seeking to arouse emotion in order to obtain approval) to appeal to the viewer’s insecurity and their perceptions of the perfect man. Old Spice Guy stimulates the viewer’s sense of humour and his dramatic delivered dialogue allows him to seem charming and charismatic. Also the use of imagery, like the Old Spice product materializing from a handful of diamonds, uses pathos to influence the audience into associating Old Spice with opulence. The commercial’s lacks logos (logical reasons to support argument) as the commercial is immensely absurd and improbable. Its main logical argument is that using Old Spice would make you smell better and thus become more attractive and exciting. This can be associated with a logical fallacy called, â€Å"The Slippery Slope† in which is the belief that taking a certain action (in this case, using Old Spice), would result in a chain of events with no logical explanation (attractiveness, luxury, etc.). While it is reasonable to suggest that the product WILL make you smell better, it cannot be proven logically that it would lead to you becoming more interesting or becoming rich and obtaining lavish possessions like diamonds or a boat. This can be related to the Elaboration Likelihood Model (ELM) under the peripheral route to persuasion in which the audience is deemed lacking the ability or motivation to compute information and would not probably undertake any thorough cognitive processing. This is when the viewer depends on the peripheral cues in the message and makes a decision, rather than evaluating the information and making sense of the argument. Positive peripheral cues like the attractiveness of the â€Å"Old Spice Guy† and luxurious materials being associated with the Old Spice product can overshadow the overall logic of the message to the viewer (Belch and Belch, 2012). The commercials overall effectiveness was in being able to relay positive peripheral cues to the viewers as quickly and directly as possible before the viewer could comprehend the overall sense behind it. The exigency (urgent demand or need) of the commercial is created by people’s desire to be attractive (e.g. men would like to be attractive to women) thus, the commercial portrays the perception that Old Spice users automatically becomes so thanks to the positive visuals being portrayed in the commercial. The tone and speed in which the way the Old Spice Guy speaks (which is direct and rather in a hurry) out his argument further reinforces the sense of urgency. The argument’s effectiveness ultimately depends on the viewer’s subconscious overlooking the fallacies of the argument presented within the commercial as well as being stimulated to action by the commercial arousing emotions over confidence and attraction. Audience, Market, Socio-Cultural Context Old Spice’s target audience (13 to 34 year old males) are able to be influenced by the commercial as they are inclined to feel insecure about themselves when it comes to attracting the opposite sex, in which purchasing Old Spice would give them a confidence boost, even though it is clear that the connection between the product and its benefits are non-existent. This would still influence an individual’s decision-making without being cognitively aware. Old Spice’s target market put greater emphasis on the need for fragrances. Their psychographic of the target audience believes that good deodorant and smelling good is essential as it eliminates the need for a cologne, and good and proper grooming is an important aspect to overall attractiveness to the opposite sex. Maslow’s Hierarchy of Needs explains that the primary motivation for consumers to buy grooming products is a result of their need for â€Å"esteem†, in which the target audience is driven by concerns regarding developing masculine identities and to be perceived as attractive to the opposite sex, all in which would encourage the consumer to seek products that would allow them to achieve their desired image (Belch and Belch, 2012). Old Spice also managed to establish a strong sense of brand loyalty among its consumers through the â€Å"Response† campaign, by allowing them to get personally invested in the brand through social media interaction. A personal connection with Old Spice allowed its consumers to fulfill Maslow’s Hierarchy of Needs of Self-Actualization which is the need for self-fulfilment (Belch and Belch, 2012). Conclusion Old Spice’s managed to achieve its goal of re-branding itself from being considered a â€Å"grandfather† product to appealing to both men and women of the younger generation through the 2010 Old Spice Campaign. The overall significance of the â€Å"Response† campaign innovated advertising by introducing real-time brand building through establishing an interactive an intimate relationship with the target audience that modernized and humanized Old Spice as a brand, an endeavour that would certainly be considered as the most popular and rapid growing interactive campaigns of all time.

Bureaucratic Management

Bureaucratic management refers to a management style in which strict adherence to law and rules is emphasized, hierarchy is followed and flexibility is not tolerated but rather the following of laid down procedures. Such a style is lacking in terms of ‘enterprising’ freedom and rarely do employees produce or perform to their maximum. In this paper, the bureaucratic management style will be discussed with an aim of highlighting the main characteristics of the bureaucratic style.Secondly an effort will be made in order to establish where the bureaucratic management owes its origin from as well as what factors contributed to the development of the management style. After careful assessment of the system, the author hopes to make a balanced assessment on the appropriateness of the system as well as to briefly compare it to other management systems.As well as discussing the post-bureaucratic management, this paper will highlight the main characteristics of post-bureaucratic t radition as well as making a judgment on its suitability to today’s business and to asses whether it has replaced bureaucratic management. However in this paper neither of the management styles is supported but on the contrary the author raises pertinent issues on the characteristics identified as well as merits. According to, Clegg, Kornberger, and Pitsis, (2005.62-100. ) how values, power, rules and discretion are interconnected determines the performance of the organization and are core to bureaucratic management. Organizational structure forms in bureaucratic management a very critical role. In bureaucratic management, organizational structure is usually rigid and relations amongst workers are determined by their respective positions in the organization something which makes the style very impersonal.Bureaucracy can be said to promote and advocate for the protection of the individual from organizational discrimination something which is favorable especially due to the fac t that, too much vulnerability of a manager to the superiors in the organization may not augur well for managers. In such an environment, management is not affected by secondary factors such as ethnicity, class, gender, economic status and race as rising to such positions does not call for one to be loyal to any senior authority but rather to follow the proper and laid down organizational rules.The above is very crucial for smooth functioning of organizations and makes bureaucratic management very ideal management style. While bureaucratic management instills order and control in an organization, abuse of bureaucracy by managers is always a possibility in bureaucratic management. Although it is counterproductive, bureaucratic management can thrive where staff is keen on following the laid down procedures. Clegg, Kornberger, and Pitsis, (2005.99-108) argues that bureaucracy is too restrictive and rule bound although such claims have been echoed by other critics of bureaucratic manage ment who argue that the above arises due to the fact that, it is based on equality before law, ones qualifications for management positions as well as the fact that it is based on liberal norms, such as equal representation and equal opportunities for all those who qualify. In addition, modern bureaucratic management has tended to encourage gender mainstreaming in the offices.While civilization was a major catalyst for the evolution of bureaucratic management, some have questioned the claim arguing that bureaucratic management at its best fails to be responsive to the fast unfolding scenario of civilization. A major characteristic of bureaucratic management is the fact that they are rule-driven. In fact, organizations which use bureaucratic management style are known to follow properly laid down procedures for executing any function and deviation from such is detrimental and could cost the â€Å"offender his/her job†.Therefore, bureaucratic management depends on strict rule i nterpretation in order to determine what should be done and not done as well as to determine the way forward for the organization. Although there is a clear need nowadays for organizations to be market responsive, bureaucratic management rarely achieves that goal something which can explain why such organizations are fast being avoided by an increasing number of business enterprises and a quite a substantial number of public offices and departments. Clegg, Kornberger, and Pitsis, (2005. 56-79.) warns that the crave to migrate from bureaucratic management to other market responsive management styles may at the long run not achieve the change desired but rather serve to cause a further craving for further management reforms. He further notes that a good understanding as well as knowledge of bureaucracy is necessary if success is to be achieved in management. It’s easiness to implement stems from the fact that since it is naturally founded and deep rooted in the rule of law, it becomes easy for subjects to relate with it and therefore it naturally attracted traditional managers as the ideal type of management in most situations.On top of that, subordinates are more likely to adhere to rules and procedures under bureaucratic management because of the authority the system accords to supervisors over subordinates as compared to other systems which do not accord much power to superiors (Ackroyd, 2002. 80-123). Bureaucratic management mainly conforms to hierarchical structures which have clear defined roles and responsibilities for every single employee in an organization and hence well defined and curved out duties for every single employee.The system also encourages the adherence to rules and therefore career growth, promotions are easy to sort out as every one is often aware of all that is required by the organization in order to be promoted. Like wise, recruitment follows the traditional jobs filling methods in which superiors appoint or interview subordina tes for staffing. Bureaucratic management can cause limitation of individual’s freedom in some cases but that is necessary especially in military organizations which deal with security matters very sensitive and needing much control.Whilst bureaucratic management is grounded on principles aimed at regulating its application it at the same time causes the management to curtail freedom of worker to conduct individual affairs under the desired privacy. In bureaucratic management rules are designed to meet the wishes of the top management and subordinates are expected to comply with orders of superior authorities without questioning something which has led to many people branding the type of management as dictatorial.The fact that it emphasizes the division of businesses into hierarchical thus putting the organization under strict lines in which authority and control is the goal makes the style to loose supporters in the modern business environment. In addition bureaucratic manag ement favors a system whereby, duties, rules and procedures are generally fixed something which is fast loosing support in post bureaucratic management tradition evident in most organizations today.In bureaucratic management, a lot of emphasis is put on experience and qualifications for one to be employed and it is characterized by the supervision of lower and subordinate officers by the higher office. Bureaucratic management is monocractical while office workers or state servants are expected to follow the laid down rules (Clegg, Kornberger, and Pitsis, 2005. 56-79). Another major characteristic of bureaucratic management is that it is characterized by impersonal relationships amongst the workers in the organizations. It is also characterized by the formal division of labor.In the USA evidence of bureaucratic management is seen in the functioning of the government, the Department of Defense as well as in schools and large corporations. Bureaucratic management is different from othe r forms of management such as scientific management in that the latter is more concerned with the association between employees and machines. Other management theorists such as Henri Fayol advocated for administrative management in which emphasis is laid on management functions as well as the roles of managers in the functioning of organizations through the principles of management.Bureaucratic management therefore entails a system whereby the bureaucratic manager at the helm passes judgment and his/her will is followed without compromise. In bureaucratic system, the will of the boss is the authority and their words final and not subject to any challenge. Bureaucratic management does exist even in democratic environment but it calls for a careful balancing in order to achieve positive growth of organizations in terms of functionality of the different departments as well as to ensure orderliness.While bureaucratic management advocates for mandatory adherence to laid down laws and rul es as well as procedures, whenever failure to do so happens, it is met with punishments according to the laid down punishment laws. Bureaucratic management has been accused as a system which discourages one’s freedom space and also for not doing anything to tap the potential in people. Although such accusations are not necessarily true, bureaucratic management cannot be termed as good or bad but rather should be viewed as sometimes the most ideal when some situations prevail.History of bureaucratic management Bureaucratic management can be traced back to military and religious leadership which preceded the emergency of big businesses and organizations ( ). In the pre industrial era when trade was not well organized and little or no industries existed, the need for management existed. Public order was a necessity and therefore there was a need for governments to guarantee that. One method of management came to be very popular especially due to its ability to ensure the smooth running of activities.That called for establishment of law as most of the management then depended on adherence to strict and well laid out rules. Naturally only a bureaucratic management could augur well for managers who did not enjoy today’s access to management tools nor the advantage of technology un like today’s mangers and therefore bureaucratic management which puts little demands on the managers was viewed as the ideal system of management.In the 18th century, the subject of bureaucracy was studied in depth even by fathers of sociology such as Max Weber who supported its adaptation in management due to its suitability to management of large organizations. He contended that for effective management of large organizations, managers needed to be empowered and protected from environmental threats and the only way to do so was to have a management style which was simple but effective.In the 18th century, bureaucratic management gained much acceptance especially from the religious organizations, governments and military due to attributes such as the fact that it is easy to execute functions under bureaucratic management, and the belief that the system is logical as well as the fact that it advocates for procedures. The above factors were favored in order to achieve the smooth running of organizations. In terms of religion, there were in the ancient times religious clergy who due to the role they played in religious festivals were functioning in strict bureaucratic management.The development and division of society into social classes and the widening gap between state and society therefore creating the need for control, enforcement of law and order, introduction of tax collection, all this called for another group known as ‘officials’ to fill the gap of overseeing activities in both public and private business all contributed to the introduction of bureaucratic management. Post-Bureaucratic Management The twin issues of power and k nowledge management are crucial for a post-bureaucratic management system ( ).The fact that in any given organization there is quite a number of contradicting elements, such as human beings with different needs from the organization, the organizational goals which the same human beings must achieve calls for effective organizational management so as to address needs at all levels. While human beings constitute a very important part of the organization, that they must be managed in order to play their roles effectively is a fact that cannot be wished away.Human beings as a key resource in any organization must be managed in every way possible to achieve organizational goals as well as a positive organizational culture, a positive working environment and the achievement of the objectives of the organization. Characteristics of post bureaucratic management. Post bureaucratic management encourages employee participation. Post bureaucratic tradition advocates for a business environment w hereby employees are empowered to contribute in terms of ideas and skills towards the growth and development of the organization.The bureaucratic management style is considerate of the fact that, people are talented differently and rather than suppressing the potential in individuals, management is supposed to discover and nurture any special skills as well as capabilities in the workers or staff through programs such as training and refresher courses. The above is only possible in an environment whereby management encourages its employees to participate fully in the decision making process.In a modern world in which technology especially information technology and internet has changed drastically how business is carried out as well as how people interact, bureaucratic tendencies are fast becoming outdated. The above is a clear sign of a fast changing business world and this is pointing to the fact that time for post bureaucratic management tradition has come. That fact is further s trengthened in view of the concept of globalization which favors the communication structure in many organizations to shift from vertical to horizontal as time plays a crucial role in determining how profitable a company is likely to be.Team work is also another characteristic of post bureaucratic management. While most bureaucratic management systems are a one man show in that, the manager and the superiors are the brains behind every innovation the organization aims to achieve, post bureaucratic management advocates strongly for team spirit. There are numerous benefits associated with team work the most important of all is the synergetic effect that results when staff in an organization function as a whole rather than individuals.Another pointer to the fact that today’s managers have shifted from bureaucratic management to a post bureaucratic management system is the fact that most organizations have dropped the rigidness earlier associated with the decision making process as evident in bureaucratic management in favor of a more flexible decision making system. Today most organizations take less time to make decisions and resolves issues which under the bureaucratic management system would take weeks to settle.The above can be attributed to the involvement of many people in the decision making process as opposed to leaving the function of decision making and deliberations to a small clique of managers. The above coupled with the popularity of being flexible is gaining ground and many organizations are dropping that culture whereby decision making process was inflexible. Open discussion as well as deliberations of issues. In bureaucratic management, management reserves the right to discuss any issues which arise.However in post bureaucratic management, management encourages the participation of all employees in the system before any changes are incorporated. This has become very popular especially with employees as more and more feel important to the o rganization something which boosts employee motivation to work. Today that trend is evident as the use of market research as well as surveys has become very popular as management of most organizations tend to seek for the input of all employees before any major changes are instituted in the organization.It tries to nurture employees into an intellectual capital. There is a growing trend of organizations to nurture and even shop for talented employees in post bureaucratic management. This is in sharp contrast to bureaucratic management in which to fill some vacancies, one has to undergo some rigorous process in the organization so as to achieve promotions. Evidently, an organization’s culture, its systems, as well as the process of effecting change are very crucial for organizations nowadays.Therefore today’s managers play a very important role in management of organizations. While in bureaucratic management, the use of mediation apparatus, theories of management, busin ess tools, the use of decision support systems and also other tools such as white boards is not very common, in the recent times that have become a key part of management process. That is yet another pointer to the fact that, organizations are drastically shifting to post bureaucratic management tradition and practices.With analytical business tools such as SWOT analysis, balanced scorecard, porters 7 principles and PEST analysis constantly being applied by business that points to yet a drifting away pattern from bureaucratic management to post bureaucratic management. Post bureaucratic management is based in the belief that the production of knowledge is a process which can be learnt and perfected while bureaucratic management proponent believe that it production of knowledge is a social practice in which individual people performance rather than teams is more important.There is clear evidence today that, organizations are laying more importance to team work and communal spirit rat her than individual effort. Post bureaucratic management is the undisputed and ideal management system that can save organizations from the effects of today’s business challenges as well as solve and counter challenges of this global knowledge based economy in which the rate of discoveries, innovativeness and the crave to be ahead of others is forming the centre piece of organizations.The amount of administration related duties in the contemporary society is evidence enough for the continuing relevance of bureaucratic management in the post-modernism era. There is an increased relevance businesses are attaching to division of labour coupled with the growth of multinational companies with extremely enormous sales turnover. Future without Bureaucratic Management Many have experimented with the idea of a future without bureaucratic management in that there will be a minimal need for supervision due to a highly responsible and self disciplined society.Although the above argument leaves more on socialism ideals it is however a feasible possibility. Modern bureaucratic management has been applauded for being impersonal. Comparison between bureaucratic management and post bureaucratic management The advent of mass production catalyzed the introduction of post bureaucratic management due to the high demand put on the organizations in terms of production as well as the need for routines and procedures in production.The advancement of technology has led many to imagine that bureaucracy would be abandoned. However the truth of the matter is that no matter how high technology has contributed to the mechanization of production the need for workers is still very evident. This is due to the fact that still people are needed to operate the technological equipment in the design of the computer systems so central to today’s organizations as well as to oversee the process of production. Therefore, bureaucracy remains very relevant in the post-bureaucratic era.Burea ucratic management is characterized by high costs making it a less ideal management Accusations against bureaucratic management it is rigid in decision making hence slowing down the decision making process. The fact that officials feel threatened by lack of adherence to rules may affect unity of the organization as suspicion is likely to arise. Bureaucratic management has been accused of being insensitive to morals. Bureaucratic leadership does not encourage empowerment of followers.Bureaucracy leads to a lot of dependency on a few people to chart the way forward for an organisation even when it is clear that contribution of subordinates may matter. Bureaucratic management suppresses talent and while it may augur well for governments its effectiveness for private business is questionable. Bureaucratic management is accused of being inflexible and that it is argued that it would affect economic growth were it to be implemented in wholesome therefore compared to entrepreneurship and i n a capitalistic setting bureaucratic management may not be ideal in some cases.While bureaucratic management advocates for high levels of accountability, post-modernism management dwells on employee capability unlike bureaucratic management which emphasizes on employee competence. While bureaucratic management lays emphasis on age in terms of who is allocated the more complex work and is likely to be promoted, post-modernism lays more emphasis on the capability of people to analytically resolve matters inspite of experience or their age.Bureaucratic management lays emphasis on the organizational design, that is structure in terms of roles and responsibilities, on top of that, the mode adopted by an organization in as far as decision making process is concerned as well as the style of human resource management is concerned it is very rigid for bureaucratic management. The governance of human resource in post-modern management is accommodative. Post-modernism management puts a lot of emphasis in cultural relevance to organisation management but bureaucratic management comes short of this.Bureaucratic management lays emphasis on value such as responsibility, loyalty and accountability as well as adherence to fixed rules ad regulations. Bureaucratic management puts more emphasis on the existence of formal authority to superiors. Bureaucratic demands for obedience of higher authority. In bureaucratic management, emphasis is laid on the monopolization of information by the top hierarchy. Promotion process is clear, thus moving up the corporate ladder is something which follows certain pre-set patterns.The decision making process is often pegged on fixed steps. There is emphasis on equality at work, because of emphasis on vertical communication there are clear set boundaries which are very hard to break in bureaucratic management. Post-bureaucratic Management emphasizes on role of dialogue amongst people as opposed to the authority imposing their word and therefore consensus is achieved through involvement of dialogue. Unlike in bureaucratic management whereby internal trust is not critical, post-modern management thrives on high level of loyalty from subordinates.The migration from bureaucratic management has been occasioned by the introduction of market reforms. In addition, it is not easy to permeate boundaries as vertical communication is highly valued unlike in post bureaucratic management where there is a high degree of information sharing. The decision making process in post-bureaucratic management is highly flexible. Unlike in bureaucratic management in which things remain the same for long periods, in post modern management change is often welcome.Bureaucratic management has been accused of lacking in terms of motivation to employees. Conclusion From the above discussion it is evident that bureaucratic management is totally irrelevant relevant to today’s management. It has for long been used in both public and private managemen t. The major characteristics of bureaucratic management identified above are, that is highly pegged on rules and roles, adherence to strict procedures, and it is hierarchical, that it does not call for loyalty as well as the fact that it is not flexible.On the other hand post bureaucratic management is more flexible, it advocates for loyalty and internal trust, it is permeable and not rigid, it is not hierarchical and finally it encourages open discussions in as far as decision making process is concerned. References Ackroyd, S. (2002. 80-123). The Organization of Business, Oxford. OUP. Clegg, S. R. , M. Kornberger, and T. S. Pitsis (2005. 56-79). Management and Organizations: An Introduction to Theory and Practice, London: Sage Word Count: 3,697 words. Bureaucratic Management Under industrialisation, bureaucracy was the dominant form of organisation and management. The factory was designed to produce standardised products; the bureaucracy was designed to produce standardised decisions. Many major corporations of today developed in an industrial society, based on a bureaucratic model of machine-like division of function, routine activity, regularity, seeming permanence, and a long vertical hierarchy. For a long time bureaucracy thrived in a world of mass markets, uniform goods and services, and long production lines.During the 1990’s, however, the top-down bureaucratic and authoritarian style of management began yielding to a networking style of management. Horizontal communication in a networked environment is freer and more fluid, with few bureaucratic barriers. In the new style of management, people learn from one another, peer to peer; everyone is a resource for everyone else, and each person gets support and assistance from many different direc tions.Interestingly, the corporations of today are only getting ever bigger, and yet in most of these organisations that demand more than simple mechanical work from the employees, alternatives to bureaucratic form of management are being actively explored and experimented with. Bureaucratic management is one of the three branches of the traditional approach to management. The other two are scientific management and administrative management.All the three emerged around the turn of the 20th century as theorised models. The traditional styles of management aimed at getting the organisation run like a lubricated, smooth-running machine. It may also be noted that while the first systematic theory of bureaucratic management originated from Germany, scientific management or Taylorism emerged from the United States, and the theoretical system of administrative management had its roots in France.These so-called traditional approaches to management as well as the other approaches such as be havioural approach, systems approach, contingency approach, and quality approach — all of them developed based on varying assumptions about the behaviour of people in organisations vis-a-vis the key goals of an organisation, the types of problems faced vis-a-vis the methods to reach to their solutions. All these various approaches to management have contributed in their own ways to development of modern management thought, and continue to influence managers' thinking in the modern corporate context.However, of all these traditional and non-traditional management approaches, the bureaucratic form can be considered the earliest and still the most commonly prevalent. In many ways, it is also the most outdated. Bureaucratic form of management is based on the use a set of rather rigid rules. There is a clear hierarchical order involved, an unambiguous division of labor, and a detailed system of procedures of transaction. Bureaucracy existed for centuries in different forms and in different contexts, but a word for it did not exist until the mid-18th century (Walker 2001).Coined by a French Physiocrat, ‘bureaucracy’ literally meant â€Å"government by desk. † Today, the name of Max Weber (1864 – 1920) is most closely associated with bureaucratic management. Weber did the foundational work on the development of the mechanistic industrial organisation form, the bureaucracy. He was a German social historian whose works began to be widely recognised only from the mid-twentieth century, when they were translated into English. Weber based his studies significantly on his observations of the governmental bureaucracy that existed in Germany during his time.He is today considered as one of the pioneering sociologists, and his study of bureaucracy forms part of a much wider framework of social theory that concerns general social and economic issues facing society. Weber’s concept of bureaucratic management provides a functional model o n how a large-scale organisation should operate efficiently. Weber observed parallels between the mechanisation of industry and the proliferation of machine-like bureaucratic form of organisation. He noted that the bureaucratic form routinises the process of administration exactly as the machine routinises production.This was a logical outgrowth of the thinking of the time; an industrial revolution, with mechanised productive apparatus (one form), would naturally inspire a mechanised organisation (another form) to complement it. In Weber's work we find the first comprehensive description of the bureaucratic form as one that emphasises speed, efficiency, clarity, regularity, reliability and precision. As the Industrial Revolution got underway in the United States this form was ideally suited to the situational constraints of the era (Banner 1995).For a long time now, the very word bureaucracy has had many negative connotations, but as originally envisaged by Weber, it was a strong po sitive force for bringing order and coherency into the running of an organisation, based on the cornerstones of efficiency, stability, consistency and predictability. Weber's model stipulates seven essential characteristics for a well-functioning bureaucracy. These characteristics join together to a form of management style that emphasises regulation and control, even at the cost of being rigid and non-conducive to individual initiative and innovation.These characteristics are: a formal system of rules, impersonality, division of labour, hierarchical structure, an elaborate authority structure, lifelong career commitment, and rationality (Hellriegel et al, 2005). Rules: These are formal guidelines imposing order on the activity of the employees, providing a discipline that can help an organisation to run smoothly and reach its goals. Bureaucracy is rule-based governance. It can be viewed as an institutional method for applying general rules to specific cases, in order to make the ac tions of people working in an organisation fair, equitable and predictable (Wilson 1989) .The rule of rules brings uniformity of procedures and operations, facilitating organisational stability and integrity, making the work of an organisation relatively immune to erraticness of individual behaviour of the employees or the management. Mises (1969) observes the following on the importance of rules and regulations in bureaucratic organisation: Bureaucratic management is management bound to comply with detailed rules and regulations fixed by the authority of a superior body. The task of the bureaucrat is to perform what these rules and regulations order him to do.His discretion to act according to his own best conviction is seriously restricted by them. Impersonality: This means objectivity. Employee performance is evaluated and issues are resolved in as objective manner as possible. Although this term may sound intimidating, Weber viewed the objectiveness ensuing from adherence to rul es and impersonality as essential to guarantee fairness for all employees — eliminating personal bias and favouritism from the system. Division of Labour: The overwhelming importance of this concept of course originated in economics, with Adam Smith and others, in the early nineteenth century.Division of labour promotes efficiency. A high degree of compartmentalisation of work in a precise manner enables a medium to large-scale organisation to use its workforce efficiently. Everyone is circumscribed to perform duties on the basis of his or her own field of expertise. Further, by splitting a large task into much smaller and more easily manageable parts, and assigning each part to an individual, the ease of learning and carrying out that each divided segment of the task is enhanced. At the expense of possible monotony and tedium, the principle of division emphasises efficiency and output.Narrow division of labor also makes it easier to replace the employees, especially in facto ries that involve routine, mechanical tasks. Hierarchy: The traditional pyramid-shaped hierarchical structure positions each employee at a level commensurate with the amount of authority he or she exerts in the job. This authority can be equated to the scope of decision-making power of the employees, and increases at each higher level of the pyramid. People in the higher levels direct the work of people at lower level positions.A well-defined hierarchy can bring clarity in an employee's relationship and responsibility towards his or her work as well as well as towards other employees in the organisation. Hierarchy establishes a chain of command through superior and subordinate levels, helping ensure a smooth flow of work. Hierarchy is also based on a sharp distinction between the management and the workers. Bureaucracy's fundamental tenet has been that the job of the management is to design and coordinate workers' jobs (Pinchot, Pinchot, 1993).Hierarchy, like rule-orientation, divis ion and a number of other characteristics of bureaucracy, is a common feature of any social organisation and has been so throughout human history, but all these characteristics are particularly stressed upon in a bureaucratic setting within an organisation. The intensity with which these features are emphasised differentiates an organisation with a high bureaucratic structure from another with a low bureaucratic structure, which together form the two ends of a continuum.Authority Structure: This is merely another way of looking at the hierarchical nature of bureaucracy. Authority structure refers to a clear association of people and their scope of decision-making power at various levels within the organisation. The authority-structure can be based on different criteria. Weber identified three types of authority structures (Hellriegel et al, 2005): a) Traditional authority structure: This is based on custom, gender, seniority, birth order, ancestry, and so on.The succession of kings, and the authority of the king, in various cultures throughout the history of humanity, for example, was primarily based on such criteria. A king inherited and wielded power simply because it was his birthright. b) Charismatic structure: Within any group or organisation, some people can exert a predominant influence by virtue of their charisma or special talents, although technically speaking they are not superior to their co-workers. Charisma can come into play inside a bureaucratic organisation also, although mostly not as a primary determinant of leadership but a complementary one.c) Rational-legal authority: Bureaucratic organisations for the most part tend to rely on this form of authority where leadership is defined in a framework of rules and regulations. A superior's orders are complied with because of his or her position in the formal hierarchical structure of an organisation, and not because of some special abilities or privileges he or she may possess. Though authority ma y be based on a rational basis, bureaucratic management is fairly authoritarian, and many people would resent this.By its very nature, bureaucracy is a structure defined by chains of dominance and submission (Pinchot, Pinchot, 1993). Lifelong Career Commitment: Traditionally, typical large-scale bureaucratic organisations emphasised stability, order and steady progress. They did not attract potential employees by offering a promise of adventure, excitement and rapid rise as many modern-day software companies are prone to do, for instance. Instead, their allure was job security together with slow and steady salary increases for deserving candidates.The opportunity for promotion is used as the main incentive to ensure that the employees perform satisfactorily. Though the notion of lifelong commitment looks completely outmoded and out of place in most modern business organisations surviving in turbulent ever-changing market conditions, it still prevails in many Japanese or South Korean organisations such as Toyota or Samsung, and can be seen in many governmental bureaucracies in the West, such as the postal service or the civil service. When an employee joins these services, virtually a permanent employee contract is being made.Rationality: It is the orderly and efficient allocation of financial and human resources to achieve the desired ends. In principle, managers operating in a bureaucratic environment are supposed to take decisions logically and scientifically. All the other characteristics of bureaucracy, such as division of labour and hierarchy, are meant to promote the element of rationality within the mechanisms and dynamics of the organisation. Rationality also implies assigning specific goals to each division of the organisation in such a manner that, working together, all these various divisions accomplish the larger goal of the organisation.Rationality, based on goal-directed activity, gives more chance for an organisation to be successful. The bureau cratic form of management is best suitable when routine or repetitive tasks need to be done in an efficient and consistent manner. Adhering to rules and regulation by the employees in performing tasks ensures quality and quantity of output. In fact, phenomenal amounts of work can be accomplished when the bureaucratic structure is effectively deployed and the management is run in a streamlined manner.But these very same aspects of bureaucratic management that can foster efficiency in one setting can lead to ponderousness and inefficiency in another. Though vertical and rigid bureaucratic structure is dismissed as a viable basis for an increasing number of vast thriving multinationals of today which put a special premium on innovation and change or adapting to change, it had indeed been adopted widely in the commercial and industrial sector until the recent decades. Max Weber viewed bureaucracy as a ‘rational' instrument for collective achievement.And even Joseph Schumpeter (188 3-1950) who was a pioneering researcher in the field of entrepreneurship, and who extensively studied the role of the entrepreneur as an innovator, defended Weber's position on bureaucracy (Wood 1991). Though Schumpeter believed that bureaucracy can lead to efficient allocation of resources, other major thinkers in this field such as Hayek and Mises rejected such a possibility. Mises (1969) held the position that bureaucratic management is â€Å"management of affairs which cannot be checked by economic calculation.† Therefore, he argued that it is only suitable for public administration and not private enterprises driven by the overriding profit motive. However, even in the conduct of public affairs, down the decades, bureaucratic style of management has become associated with maladministration, corruption, irresponsibility, wastefulness, inefficiency, slackness, tardiness, and red tape across the majority of the countries of the world. Schumpeter lauded many features of bure aucracy, but also recognized its limitations. He also commended Hayek for his presentation of dangers in bureaucratic planning and management (Wood, 1991).. Though bureaucratic management has been much maligned, and for good reasons, the fact is that many successful organisations have been successful over generations very much under tight bureaucratic patterns of organisation and control (Pinchot, Pinchot, 1993). The bureaucratic management structure emerged in the most distant past of human history, from the time a higher social order emerged among clusters of people, and is still the most widely prevalent form of management, though there is a pronounced tendency to loosen its seemingly rigid grip.Karl Marx traced the origin of bureaucracy to four sources: religion, the formation of the state, commerce and technology (Wikipedia 2006). Bureaucratic structures existed in religious institutions, as those in Egypt and Greece, thousands of years ago. But bureaucracy primarily evolved as the state apparatus evolved with the growing complexity of the civil society. Over a thousand years ago, the Chinese had in place an elaborate centralised bureaucratic structure to manage the affairs of the state.In the medieval times, new administrative structures were needed to meet the growing demands made upon central government in Europe (Argyle 1994). In fact, bureaucracy was the default style of administration and management until the modern times. It was so easy and common for bureaucratic structures to prevail and proliferate because, ultimately, the top-down hierarchical pattern of management was rooted in the human psychology. But human psychology is changing. For example, for centuries, people desired to have a father-figure in the form of a king to rule and protect them.They did not consider it dehumanizing to be subjected to an arbitrary ruler. However, to the enlightened sensibilities of people during the modern epoch which can be said to have gradually emerged from the times of Renaissance and Reformation and fully flowered in the twentieth century, the notion of being ruled by a king who possessed some divine right would seem abhorrent. Similarly, being dominated by the superiors from all quarters may have been quite acceptable to the majority of employees until very recently.But workers of the â€Å"knowledge era† prefer to be individualistic, independent or working in a team of peers as far as possible. Bureaucracy flourished in an age of mechanisation, but today ideas and creativity are in high demand, and corporations find it making more economical sense than ever to nurture a work culture that is anti-bureaucratic. Bureaucracy is past-oriented in many ways, and innovation is thoroughly future-oriented. At its very root, the entrepreneurial process of innovation and change is at odds with the administrative process of ensuring repetitions of the past.Structures and practices that may work well for the perpetuation of the known are not generally conducive to the process of innovation. In their book, The End of Bureaucracy & the Rise of the Intelligent Organization, Pinchot and Pinchot (1993) note that bureaucracy is no more appropriate to the sophisticated work culture of today than serfdom was to the factory work of the early Industrial Revolution. New forms of organisation are emerging, but to sustain them in the long run is a different proposition.The mega corporations of today are intrinsically geared towards efficiency, but increasingly they will now need to also master creativity in order to survive. There is a dilemma here. Firms will not survive in the long run unless they are proficient at exploring new technologies, and they will not survive in the short run unless they are proficient at exploiting existing technologies. Herein lies a great dichotomy at the heart of modern business organisation. A dynamic balance has to be struck between a host of conflicting factors.In their constant quest for manag ing the balance between centralisation and decentralisation, between interdependence and diversity, between integration and flexibility, and between control and creativity, large organisations still manifest a strong tendency to favor efficiency and productivity gains over and above creativity and innovation (Johansen 2003). The rational-bureaucratic model of organisation still remains dominant, although there is a clear paradigm-shift in management practices.In many large organisations, which happen to be inherently bureaucratic, one would find a plethora of ideas and potential ideas that go unnoticed because there are some structural impediments to their realisation, or little or no incentive for employees to bring such ideas forth. For instance, incentive structures in large firms are designed to minimise surprises, yet innovation is inherently full of the unexpected. From a managerial point of view too, the reward system for general managers is typically based upon annual profit s or ROI of corporate resources managed.They are therefore rewarded for achieving short- rather than long-term profit. Moreover, apart from the greater inherent risks involved, the rewards associated with the profits from any longer-term, more radical innovations are unlikely to accrue to the manager originally involved in initiating a novel project, since he or she is likely to have moved on to other responsibilities before they are achieved. As such, innovative efforts often fall through the cracks inherent in most large organisations.In fact, in these organisations there could usually be strong â€Å"disincentives† for innovative activities (Martin 1997). If hierarchy was central to traditional organisation, the lack of hierarchy is central to innovative organisation. As for division of labour, Jaffee (2001) observes that, In the postbureaucratic organization, social and functional integration takes precedence over differentiation and specialization. The postbureaucratic o rganisation is much flatter , with fewer levels of managers.Most work will be horizontal knowledge work performed by multidisciplinary teams. Rather than satisfying their immediate supervisor (vertical relationship), team members concentrate on satisfying he needs of the next person in the process (horizontal relationship). Teams will be given considerable autonomy and will be expected to carry out the intent of the company's mission and vision. Project managers and network managers will replace most of the middle managers and functional staff in the traditional bureaucratic-style organisation.Companies can only succeed by tapping the talent and dedication of their people and by combining that talent and dedication in a team effort. The building of trust is emphasised in innovative enterprises. Politics, infighting, and departmental jealousies that are common features of bureaucracies are to be minimised. Leaders work hard to earn their team mates' trust and vice versa, thus creatin g conditions in which trust can flourish. In such dynamic companies, there is widespread enthusiasm, a spirit of doing whatever it takes to achieve organisational success (Martin 1997).

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Alicia Keys Concert Review - Free Essay Example

Sample details Pages: 2 Words: 498 Downloads: 5 Date added: 2019/06/24 Category Art Essay Level High school Tags: Concert Review Did you like this example? The concert I chose for this review was a 2017 Alicia Keys concert from YouTube. Alicia Keys is a singer-songwriter and musician, who is also a classically trained pianist. Some of her more popular songs are Fallin, If I Aint Got You, and No One. The piece I chose to compare to a piece we covered in class was If I Aint Got You, which I will be comparing to Barbara Strozzis Revenge. If I Aint Got You is an RB/neo-soul piece released in 2003 about the irrelevance of material things. This song was inspired by things happening around this time such as 9/11. Revenge is a Baroque era piece composed in 1651 that expresses a jilted lovers thirst for revenge. Similar to the melody of Strozzis Revenge, If I Aint Got You features long notes followed by short, staccato notes. This creates a flow and dimension that interests the listener. Don’t waste time! Our writers will create an original "Alicia Keys Concert Review" essay for you Create order In the chorus of If I Aint Got You, Keys moves higher with a gradual upward contour and then moves down sharply, and the pattern continues. Strozzis Revenge features a slow downward contour that is followed by a straight upward motion. In addition, Strozzis Revenge exhibits homophony, a musical texture in which a melody is performed with supporting accompaniment. If I Aint Got You also shows homophony because Alicia Keys has backup singers who harmonize with her as she performs to enhance the texture of the song. In Revenge, the singer decorates the melody with added notes, getting more elaborate as the piece continues. Likewise, Keys embellishes her song as she performs it with spontaneous runs and other ornamentation. In my opinion, this was a technically great performance as far as musicianship and artistry. Keys piano playing provided a proper accompaniment to her singing that both accentuated her vocals and highlighted her talent to make a pleasing experience for the audience. This performance was as good as expected, considering Alicia Keys musical talent and performance ability. I would rate the artistic quality of the music and performers a 10/10. The harmonies between the background vocals and Keys vocals were exquisite. Keys piano skill also provided an exceptional performance quality, as the piano music is difficult and was played in conjunction with her vocals. Finally, a piece performed by Keys that can be related to an idea in life is Empire State of Mind (Part II) Broken Down. The piece is a pop ballad about New York City and is a sort of sequel to Empire State of Mind. It features a beautiful contrast of an aggressive background beat with the delicacy of Keys vocals. The song is about working hard to make it to your desired place. This song speaks about New York City specifically, saying If I could make it here/ I could make it anywhere. I think the composer was trying to convey a message of the importance of work ethic and striving for your dreams, and doing it in a way that is pleasing to the audience.

The And The Great Gatsby - 877 Words

I consider myself relatively adequate in terms of my writing skills. In highschool I spent a majority of my freshman year reading classics and analyzing the themes and motifs in said novels. My main issue was development because I felt that most statements or inferences could be made in terse arguments. By sophomore year I found my struggle to be the absolute opposite with issues in condensing my writing pieces. While I did spend a majority of my highschool experience dealing with various writing difficulties, I was able to overcome them and they left me prepared for a challenge. In the beginning of freshman year we were told to choose ten novels, within reason, that we found somewhat intriguing and given a list of essay topics that were broad enough to apply to any of the novels. I chose mostly classics because I thought they would help me in junior year for the New York State english regents exam. I read standard novels such as Frankenstein, Les Miserables and The Great Gatsby which at the time I considered relatively difficult to analyze because I usually struggled with development of themes and symbols. My solution was to read more essays and take notes of their development so I could apply it to my own writing. While I was able to establish a solid basis of my writing skills when dealing with literature, I was aware that narrative or persuasive essays were extremely difficult for me. My out of school readings were mostly playwrights since I was extremely intriguedShow MoreRelated Great Gatsby1497 Words   |  6 PagesIn chapter 3 of The Great Gatsby Ni ck is invited to one of Gatsby’s extravagant parties. He arrives only to find he doesn’t know where Gatsby is, and then he runs into Jordan Baker. Together they set off to find Gatsby and they head to the library where they find â€Å"Owl Eyes†, a drunken man trying to get sober. After talking to â€Å"Owl Eyes† for awhile they head outside again where Nick unknowingly starts a conversation with Gatsby. After revealing himself, Gatsby tells Jordan that he would like to speakRead MoreThe Great Gatsby1141 Words   |  5 PagesThe Great Gatsby Paper The Great Gatsby, by F. Scott Fitzgerald, is told from the perspective of one of the main characters, Nick Carraway. Nick tells the story of a man named Jay Gatsby, who is his neighbor in the West Egg. Fitzgerald portrays Gatsby as a man who everyone wants to know and copy but deep down are very envious of him. Gatsby trusts few people and those whom he trusts know his life story. To everyone else, he is a mystery. Everyone seems obsessed with Jay Gatsby. For this reasonRead MoreThe Great Gatsby1080 Words   |  5 PagesThe Great Gatsby Don’t judge a book by its cover. In the novel The Great Gatsby, an aura of lies becomes an outward appearance. Gatsby creates a false background which is believed by most characters. 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The Crystal Shard 26. Rights of Victory Free Essays

Wulfgar leaned back in his chair at the head of the main table in the hastily constructed Mead Hall, his foot tapping nervously at the long delays necessitated by the demands of proper tradition. He felt that his people should already be on the move, but it was the restoration of the traditional ceremonies and celebrations that had immediately separated, and placed him above, the tyrant Heafstaag in the eyes of the skeptical and ever-suspicious barbarians. Wulfgar, after all, had walked into their midst after a five year absence and challenged their long-standing king. We will write a custom essay sample on The Crystal Shard 26. Rights of Victory or any similar topic only for you Order Now One day later, he had won the crown, and the day after that, he had been coronated King Wulfgar of the Tribe of the Elk. And he was determined that his reign, short though he intended it to be, would not be marked by the threats and bullying tactics of his predecessor’s. He would ask the warriors of the assembled tribes to follow him into battle, not command them, for he knew that a barbarian warrior was a man driven almost exclusively by fierce pride. Stripped of their dignity, as Heafstaag had done by refusing to honor the sovereignty of each individual king, the tribesmen were no better in battle than ordinary men. Wulfgar knew that they would need to regain their proud edge if they were to have any chance at all against the wizard’s overwhelming numbers. Thus Hengorot, the Mead Hall, had been raised and the Challenge of the Song initiated for the first time in nearly five years. It was a short, happy time of good-natured competition between tribes who had been suffocated under Heafstaag’s unrelenting domination. The decision to raise the deerskin hall had been difficult for Wulfgar. Assuming that he still had time before Kessell’s army struck, he had weighed the benefits of regaining tradition against the pressing need of haste. He only hoped that in the frenzy of pre-battle preparations, Kessell would overlook the absence of the barbarian king, Heafstaag. If the wizard was at all sharp, it wasn’t likely. Now he waited quietly and patiently, watching the fires return to the eyes of the tribesmen. â€Å"Like old times?† Revjak asked, sitting next to him. â€Å"Good times,† Wulfgar responded. Satisfied, Revjak leaned back against the tent’s deerskin wall, granting the new chief the solitude he obviously desired. And Wulfgar resumed his wait, seeking the best moment to unveil his proposition. At the far end of the hall, an axe-throwing competition was beginning. Similar to the tactics Heafstaag and Beorg had used to seal a pact between the tribes at the last Hengorot, the challenge was to hurl an axe from as great a distance as possible and sink it deeply enough into a keg of mead to open a hole. The number of mugs that could be filled from the effort within a specified count determined the success of the throw. Wulfgar saw his chance. He leaped from his stool and demanded, by rights of being the host, the first throw. The man who had been selected to judge the challenge acknowledged Wulfgar’s right and invited him to come down to the first selected distance. â€Å"From here,† Wulfgar said, hoisting Aegis-fang to his shoulder. Murmurs of disbelief and excitement arose from all corners of the hall. The use of a warhammer in such a challenge was unprecedented, but none complained or cited rules. Every man who had heard the tales, but not witnessed firsthand the splitting of Heafstaag’s great axe, was anxious to see the weapon in action. A keg of mead was placed upon a stool at the back end of the hall. â€Å"Another behind it!† Wulfgar demanded. â€Å"And another behind that.† His concentration narrowed on the task at hand, and he didn’t take the time to sort out the whispers he heard all around him. The kegs were readied, and the crowd backed out of the young king’s line of sight. Wulfgar grasped Aegis-fang tightly in his hands and sucked in a great breath, holding it in to keep himself steady. The unbelieving onlookers watched in amazement as the new king exploded into movement, hurling the mighty hammer with a fluid motion and strength unmatched among their ranks. Aegis-fang tumbled, head over handle, the length of the long hall, blasting through the first keg, and then the second and beyond, taking out not only the three targets and their stools, but continuing on to tear a hole in the back of the Mead Hall. The closest warriors hurried to the opening to watch the remainder of its flight, but the hammer had disappeared into the night. They started out to retrieve it. But Wulfgar stopped them. He sprang onto the table, lifting his arms before him. â€Å"Hear me, warriors of the northern plains!† he cried. Their mouths already agape at the unprecedented feat, some fell to their knees when Aegis-fang suddenly reappeared in the young king’s hands. â€Å"I am Wulfgar, son of Beornegar and King of the Tribe of the Elk! Yet I speak to you now not as your king but as a kindred warrior, horrified at the dishonor Heafstaag tried to place upon us all!† Spurred on by the knowledge that he had gained their attention and respect, and by the confirmation that his assumptions of their true desires had not been in error, Wulfgar seized the moment. These people had cried out for deliverance from the tyrannical reign of the one-eyed king and, beaten almost to extinction in their last campaign and now about to fight beside goblins and giants, they longed for a hero to gain them back their lost pride. â€Å"I am the dragonslayer!† he continued. â€Å"And by right of victory I possess the treasures of Icingdeath.† Again the private conversations interrupted him, for the now unguarded treasure had become a subject for debate. Wulfgar let them continue their gossip for a long moment to heighten their interest in the dragon’s gold. When they finally quieted, he went on. â€Å"The tribes of the tundra do not fight in a common cause with goblins and giants!† he decreed to rousing shouts of approval. â€Å"We fight against them!† The crowd suddenly hushed. A guard rushed into the tent, but did not dare interrupt the new king. â€Å"I leave with the dawn for Ten-Towns,† Wulfgar stated. â€Å"I shall battle against the wizard Kessell and the foul horde he has pulled from the holes of The Spine of the World!† The crowd did not respond. They accepted the notion of battle against Kessell eagerly, but the thought of returning to Ten-Towns to help the people who had nearly destroyed them five years before had never occurred to them. But the guard now intervened. â€Å"I fear that your quest shall be in vain, young king,† he said. Wulfgar turned a distressed eye upon the man, guessing the news he bore. â€Å"The smoke clouds from great fires are even now rising above the southern plain.† Wulfgar considered the distressing news. He had thought that he would have more time. â€Å"Then I shall leave tonight!† he roared at the stunned assembly. â€Å"Come with me, my friends, my fellow warriors of the north! I shall show you the path to the lost glories of our past!† The crowd seemed torn and uncertain. Wulfgar played his final card. â€Å"To any man who will go with me, or to his surviving kin if he should fall, I offer an equal share of the dragon’s treasure!† He had swept in like a mighty squall off the Sea of Moving Ice. He had captured the imagination and heart of every barbarian warrior and had promised them a return to the wealth and glory of their brightest days. That very night, Wulfgar’s mercenary army charged out of their encampment and thundered across the open plain. Not a single man remained behind. How to cite The Crystal Shard 26. Rights of Victory, Essay examples

Impact Of Tax Determination Of Shine Homes And Charlie - Samples

Question: Discuss about the Impact Of Tax Determination Of Shine Homes And Charlie. Answer: Issue The important consideration of the main issue of the tax evaluation has been seen with impact of tax determination of Shine Homes and Charlie. The main consideration has been followed with Charlie being an employee of Shiney Homes Pty Ltd, who has been employed as a real estate agent. On the other hand Holmes has been seen to perform the landscaping as per the 4 wheeled Sedan. Based on the rulings of Section 6 of the Miscellaneous Taxation Rulings and Fringe Benefit Tax Assessment Act 1986 the main circumstances associated to the consideration of which particular fringe benefit tax shall be levied on the car (Richardson et al., 2014). Law Section 6 of the Miscellaneous Taxation Rulings and Fringe Benefit Tax Assessment Act 1986 Taxation rulings of MT 2027 Section 136 (1) Sub-section 136 (1) of the Miscellaneous Taxation Rulings of 2027 Section 51 of the Income Tax Assessment Act 1997 Miscellaneous Taxation Rulings of 2027 Sub-division F of Division 3 Taxation rulings of IT 112 Section 51 of the Income Tax Assessment Act 1997 Newsom v Robertson (1952) 2 All ER 728; (1952) Simon in Taylor v Provan (1975) AC 194 FBT Act 1986 Fringe Benefit Tax Act 1986 TR 94/25 Section 5 of the Fringe Benefit Tax Act 1986 Subsection 51 (1) of the Income Tax Assessment Act 1936 Subsection 51 (1) of the ITAA 1997 Section 5 of the Fringe Benefit Tax Act 1986 Tubemakers of Australia Ltd v. FC of T 93 Application The important consideration as per the taxation rulings of MT 2027 has been duly stated under the sub-section 136 (1), which has duly stated about the use of assessment of the income based on the employee which shall be considered for the private usage. Despite of this sub-section 136 (1) is seen to be defined as per the operational valuation method for the business journey seen to be with the use of car and made in form of the employers associate. As per the paragraph 3 of the Miscellaneous Taxation Ruling the requirement of the logbook has been seen to be identical with the business kilometres travelled by the use of the operating cost model. The various depictions made form the case study has been able to highlight on the total distance of 50,000 km for work purpose. The determination of the fringe benefit for the vehicle has been further seen to be applicable with the cost valuation model which applicable under sub-section 136 (1) of the Miscellaneous Taxation Rulings of 2027 (Ta ylor et al., 2015). The critical question arises in terms of the determination of the private and business use. Henceforth, the car is used by the employee with the exclusive association of generating assessable income of the employee. This has been further seen to comprise of the assessable income which needs to be considered with the business activity required to produce the assessable income as per the sub section 136 (1). The course of employment with the employee has been considered with the FBT and the same might be considered for the business use. In addition to this, the car has been made to use with the course of business and the same is carried on by the employee for the use in business (Lin Flannery, 2013). As per the evaluated case Charlie has been able to made use of the car during the term of the employment and the sole purpose if it has been see with the business activities. It has been further discerned that Charlie has made use of the car, as per the assessable income of the employee and the same has been able to attract the FBT. The main test results has shown the use of tax evaluation for FBT purpose and the same is seen to be defined as per income tax laws in ascertaining the deductible regulations based on section 51 of the Income Tax Assessment Act 1997. Based on the different types of evidences the expenditure incurred by Charlie for the vehicle can be fully considered for deductions as the expenditure has taken place for the employment use. Hence, this can be completely considered as per the deductions of IT. The determination of the differences among the business use of FBT can be regarded for raising the question whether Charlie will be able to incur the expenditure as per the use of the car and the expenditure based on the present case of Charlie which will be regarded for the income Tax (Adebisi Gbegi, 2013). The consistency of the present study of the case has been taken from the guidelines as per Miscellaneous Taxation Rulings of 2027, this has been further seen to be establishes as per the IT principles. The various types of the rulings of the study have been seen with Sub-division F of Division 3, for the assessment of income tax in terms of depiction of the vehicle expenses which are incurred by Charlie and Homes and the same is deductible in terms of the income tax (Grantley Taylor Richardson, 2014). The rulings based on taxation rulings of IT 112, has been able to consider the decision held with the case of Lunney and Hayley v FCT (1958), which has been further confirmed with the various circumstance leading to the travel from place of abode to place of work and the same has been considered as per private ordinary travelling. The travel to the pace of employment is considered with the various types of the pre-requisite which is mandatory in depicting the income and the same is not considered with the income earned. Henceforth, the distance travelled by Charlie to the place of work shall be considered as private and the considered that Charlie has used the car as per the course of employment which would not cause any change in the projections. It needs to be further understood that the course of employment is considered to be itinerant. As per the case Newsom v Robertson (1952) 2 All ER 728; (1952), the cost of barrister in travelling the distance from place of abode to the place of work would included in the expenses. The court has been further seen to acknowledge the various types of the travelling expenditure from the place of abode to the chambers and this has not amounted to any expenses (Blaufus et al., 2014). Employment duties of an Itinerant Nature: The main nature of the employment has been seen to be taken into consideration as per the travel expenses of the employees and the nature of the unemployment which has been considered to be itinerant inherently. The reference with Simon in Taylor v Provan (1975) AC 194 has been considered with the travel of Charlie in regards to the employment travel formed in the portion of the work. Additionally, the employment travel has been based on the fundamental part of the work. Based on FBT Act 1986, Charlie has been seen to use the car for the employer which has been also seen to be based on the part usage of private use. The various cost consideration by Charlie has been further able to depict on the cost such as insurance, repairs and registration. Henceforth, Charlie has considered the FBT deductions as per the work related concerns as the use was mainly seen with gaining or producing of the assessable income (Burkhauser et al., 2015). Car parking fringe benefit: The fringe benefit may seen to originate as per the benefits provided to the employer and the car parking facilities considered with the aforementioned factors. The car is seen to parked in the owned premises under the control of the provider The car is further seen to be parked for more than four hours The leasing of the car has been further seen to be done as per the employment of the employees The vehicle has been further seen to travel between home or work for a minimum of one day It has been further discerned that there is commercial parking station which has seen to be situated in the commercial parking station and is suspected to imposition of parking fees as per the radius in one kilometre of the premises. The main form of the factors evident has been further seen to be based on different types of depictions which show that Shine Homes was charged fees of $200 each week. It has been considered that the car was parked in the garage of Charlie and controlled by the provider. It has been further discerned that vehicle was provided for employment purpose and the barrister has used it for travelling from home to workplace. The fringe will be considered with the deductions as per Charlie and Homes as per employee (Zucman, 2014). FBT on accommodation: As per the provision of Fringe Benefit Tax Act 1986, the provision to represent the entertainment has been seen with accommodation, recreation linked with the entertainment. The various considerations have been further seen to be evident with the minor accident which led to vehicle unusable for two weeks. The following incident has taken place a week before Charlies wedding and the decision of Shine Homes for hiring of the car for a particular period for allowing Charlie to attend the honeymoon. In addition to this, Sine Homes has been seen to pay for the honeymoon accommodation of Charlie. The present circumstances are considered in accordance with the FBT provisions and attract liability of tax for entertaining the employees for a weekend tour at the place of tourists for offering holiday. The given scenario has been further able to consider the cost incurred in the accommodation trip for Charlie and the same was not seen to be claimed for deductions. It has been however seen that Charlie needs to declare the allowance in the tax return as an income. Fringe Benefit Tax consequences of Charlie Homes As per the rulings of taxation TR 94/25 is seen to be applicable as the taxes which are held liable under section 5 of the Fringe Benefit Tax Act 1986. The various rulings have been further able to consider the tax associated to fringe benefit. The specific rulings has been further seen to be considered with the timing in the fringe benefit consideration and tax instalment of fringe benefit which has been seen to be incurred as per subsection 51 (1). As per the rulings taxation TR 94/25 or the instalments as per the fringe benefit tax are generally based on the depiction of the assessable income which has been further seen to be considered under the deduction as per the subsection 51 (1) of the ITAA( Richardson et al., 2015). The liability based on the Fringe Benefit Tax for Shine Homes which has been seen with commonwealth legislation. As per the section 5 of the Fringe Benefit Tax Act 1986, tax will be normally considered as per the accordance with the fringe benefits as per the taxable income. As per the cited reference Tubemakers of Australia Ltd v. FC of T93, the fringe benefit sum comprising of the total amount considered with the ordinary case with the various types of the values allocated to the multiple Fringe Benefit by Shine Homes to the employee Charlie (Mertens Ravn, 2013). The scenario has been evident with the different expenses like honeymoon accommodation, fees for parking and the expenses which are incurred with producing of the assessable income. The compliance of the subsection 51 (1) of the ITAA 1997 has been taken into consideration as per the assessable income seen to be related to the going concern of the business and the deductible expenses (McKerchar Lavermicocca, 2013). Conclusion: It can be further concluded that the case study has been related to the fringe benefit expenses and the events which are seen to be taxable as per FBT Act 1986. The study has considered relevant with the sections and the application of the case laws which has arrived at the decision associated with the car fringe benefit. The vehicle has been seen to be used in the assessment of the income of the employee and the various concerns of FBT. References Adebisi, J. F., Gbegi, D. O. (2013). Effect of Tax Avoidance and Tax Evasion on Personal Income Tax Administration in Nigeria. American Journal of Humanities and Social Sciences, 1(3). https://doi.org/10.11634/232907811301328 Blaufus, K., Eichfelder, S., Hundsdoerfer, J. (2014). Income Tax Compliance Costs of Working Individuals: Empirical Evidence from Germany. Public Finance Review, 42, 800829. https://doi.org/10.1177/1091142113488162 Burkhauser, R. V., Hahn, M. H., Wilkins, R. (2015). Measuring top incomes using tax record data: a cautionary tale from Australia. The Journal of Economic Inequality, 13(2), 181205. https://doi.org/10.1007/s10888-014-9281-z Lin, L., Flannery, M. J. (2013). Do personal taxes affect capital structure? Evidence from the 2003 tax cut. Journal of Financial Economics, 109(2), 549565. https://doi.org/10.1016/j.jfineco.2013.03.010 McKerchar, M., Lavermicocca, C. (2013). The impact of managing tax risk on the tax compliance behaviour of large Australian companies. Australian Tax Forum, 28, 17. Mertens, K., Ravn, M. O. (2013). The dynamic effects of personal and corporate income tax changes in the United States. American Economic Review. https://doi.org/10.1257/aer.103.4.1212 Richardson, G., Taylor, G., Lanis, R. (2015). The impact of financial distress on corporate tax avoidance spanning the global financial crisis: Evidence from Australia. Economic Modelling, 44, 4453. https://doi.org/10.1016/j.econmod.2014.09.015 Richardson, G., Taylor, G., Wright, C. S. (2014). Corporate profiling of tax-malfeasance: A theoretical and empirical assessment of tax-audited Australian firms. eJournal of Tax Research, 12(2), 359382. Taylor, G., Richardson, G. (2014). Incentives for corporate tax planning and reporting: Empirical evidence from Australia. Journal of Contemporary Accounting and Economics, 10(1), 115. https://doi.org/10.1016/j.jcae.2013.11.003 Taylor, G., Richardson, G., Taplin, R. (2015). Determinants of tax haven utilization: Evidence from Australian firms. Accounting and Finance, 55(2), 545574. https://doi.org/10.1111/acfi.12064 Zucman, G. (2014). Taxing across Borders: Tracking Personal Wealth and Corporate Profits. Journal of Economic Perspectives, 28(4), 121148. https://doi.org/10.1257/jep.28.4.121