Medeas Fatal Flaw Essays - Argonauts, Women And Death, Operas, Medea

Medea's Fatal Flaw The Curse of a Fatal Flaw Every highly tragic and dramatic figure has a fatal flaw that leads to his or her downfall. The character of Medea fits into this category perfectly. Excessive passion is what leads Medea to her destruction. Her love for Jason, her selfishness, and her rage are all factors of Medea's harmartia. First, the strongest factor contributing to Medea's fatal flaw is her love for Jason. During Jason's quest of searching for the Golden Fleece and meets the Princess of Colchis, Medea falls madly in love with Jason and runs off to lolcos with him. Medea and Jason get married and have two children. Medea's excessive love for Jason started showing when she killed his uncle, who was the king of lolcos at the time, so that Jason could take over the throne and rule. But his uncle's murder resulted negatively for Medea and Jason. They were forced to flee from lolcos to the kingdom of Corinth. Once in Corinth, Jason meets the king of Corinth's daughter. He leaves Medea and their two children and marries the princess. Because Medea is madly in love with Jason, Medea is crushed to find out that Jason has left her. Medea explains to the women of Corinth that, It has crushed my heart. Life has no pleasure left, dear friends. I want to die. Jason was my whole life; he knows that well (24). Theref ore, Medea becomes outraged and over powered with excessive passion. Secondly, Medea's selfishness provides power to her fatal flaw. Medea's selfishness is displayed through the act of killing her own two sons. Medea understands that the slaying of her children will make Jason miserable. During this time, the chorus recognizes her self-worship and states, O miserable mother, to destroy your own increase, murder the babes of your body! Stone and iron are you, as you resolved to be (56). Medea does not stop to think what pain she may cause to herself by murdering them. She is only concerned about her happiness that will be derived from Jason's grieving. Medea comes to the conclusion that it is worth the suffering just to see her ex-husband unhappy. Medea states, ...my pain's a fair price, to take away your smile (59). This exhibits Medea's selfishness by the slaying of her sons just to cause sorrow to Jason for her own pleasure. Therefore, selfishness contributes to Medea's harmartia. Medea's rage also leads to her fatal flaw of excessive passion. Her excessive passion, fed by rage, leads to Medea to do uncalled for acts of violence and murder. Medea kills Jason's uncle in lolcos for the reason that she wanted Jason to be the ruler. The murder of the princess of Corinth is another example of Medea's rage. Her passion drove her to poison clothing and send it to the princess. Not only is Medea proud that she killed her, but when the messenger tells her of the death of the princess, Medea responds by saying, ...But take your time now; tell me, how did they die? You'll give me double pleasure if their death was horrible (52). Also, the Nurse acknowledges Medea's rage. While in conversation with the tutor she says, She'll not relax her rage till it has found its victim (20). This proves to be true since Medea does not give up until she has made Jason miserable. These acts of murder show the wrath of Medea's rage. In conclusion, Medea's fatal flaw of excessive passion is due to the three main reasons of her love for Jason, her selfishness, and her rage. These factors all contributed to the downfall of Medea's character.

Hernan Cortes and His Captains

Hernan Cortes and His Captains Conquistador Hernan Cortes had the perfect combination of bravery, ruthlessness, arrogance, greed, religious fervor, and insubordination to be the man who conquered the Aztec Empire. His audacious expedition stunned Europe and Mesoamerica. He did not do it alone, however. Cortes had a small army of dedicated conquistadors, important alliances with native cultures who hated the Aztecs, and a handful of dedicated captains who carried out his orders. Cortes captains were ambitious, ruthless men who had the right blend of cruelty and loyalty, and Cortes would not have succeeded without them. Who were Cortes top captains? Pedro de Alvarado, the Hotheaded Sun God With blond hair, fair skin, and blue eyes, Pedro de Alvarado was a marvel to behold for the natives of the New World. They had never seen anyone quite like him, and they nicknamed him Tonatiuh, which was the name of the Aztec sun god. It was a fitting nickname, as Alvarado had a fiery temper. Alvarado was part of the Juan de Grijalva expedition to scout the Gulf Coast in 1518 and had repeatedly pressured Grijalva to conquer native towns. Later in 1518, Alvarado joined the Cortes expedition and soon became Cortes most important lieutenant. In 1520, Cortes left Alvarado in charge in Tenochtitlan while he went to deal with an expedition led by Panfilo de Narvaez. Alvarado, sensing an attack on the Spanish by the inhabitants of the city, ordered a massacre at the Festival of Toxcatl. This so infuriated the locals that the Spanish were forced to flee the city a little more than a month later. It took Cortes a while to trust Alvarado again after that, but Tonatiuh was soon back in his commanders good graces and led one of the three causeway assaults in the siege of Tenochtitlan. Later, Cortes sent Alvarado to Guatemala. Here, he conquered the descendants of the Maya who lived there. Gonzalo de Sandoval, Cortes Right-Hand Man Gonzalo de Sandoval was barely 20 years old and without military experience when he signed on with the Cortes expedition in 1518. He soon showed great skill at arms, loyalty, and the ability to lead men, and Cortes promoted him. By the time the Spanish were masters of Tenochtitlan, Sandoval had replaced Alvarado as Cortes right-hand man. Time and again, Cortes trusted the most important assignments to Sandoval, who never let his commander down. Sandoval led the retreat on the Night of Sorrows, conducted several campaigns before the reconquest of Tenochtitlan, and led a division of men against the longest causeway when Cortes lay siege to the city in 1521. Sandoval accompanied Cortes on his disastrous 1524 expedition to Honduras. He died at the age of 31 of illness while in Spain.   Cristobal de Olid, the Warrior When supervised, Cristobal de Olid was one of Cortes more reliable captains. He was personally very brave and fond of being right in the thick of the fighting. During the Siege of Tenochtitlan, Olid was given the important job of assaulting the Coyoacn causeway, which he did admirably. After the fall of the Aztec Empire, Cortes began to worry that other conquistador expeditions would poach land along the southern frontiers of the former empire. He sent Olid by ship to Honduras with orders to pacify it and establish a town. Olid switched loyalties, however, and accepted the sponsorship of Diego de Velazquez, Governor of Cuba. When Cortes heard of this betrayal, he sent his kinsman Francisco de las Casas to arrest Olid. Instead, Olid defeated and imprisoned Las Casas. However, Las Casas escaped and killed Olid sometime in late 1524 or early 1525.   Alonso de Avila Like Alvarado and Olid, Alonso de Avila had served on Juan de Grijalvas mission of exploration along the gulf coast in 1518. Avila had the reputation of being a man who could fight and lead men, but who had a habit of speaking his mind. By most reports, Cores disliked Avila personally, but trusted his honesty. Although Avila could fight (he fought with distinction in the Tlaxcalan campaign and the Battle of Otumba), Cortes preferred to have Avila serve as an accountant and entrusted him with much of the gold discovered on the expedition. In 1521, before the final assault on Tenochtitlan, Cortes sent Avila to Hispaniola to defend his interests there. Later, once Tenochtitlan had fallen, Cortes entrusted Avila with the Royal Fifth. This was a 20 percent tax on all gold the conquistadors had discovered. Unfortunately for Avila, his ship was taken by French pirates, who stole the gold and put Avila in prison. Eventually released, Avila returned to Mexico and took part in the conquest of the Yucatan. Other Captains Avila, Olid, Sandoval, and Alvarado were Cortes most trusted lieutenants, but other men held positions of importance in Cortes conquest. Gerà ³nimo de Aguilar: Aguilar was a Spaniard marooned in Maya lands on an earlier expedition and rescued by Cortes men in 1518. His ability to speak some Maya language, coupled with the slave girl Malinches ability to speak Nahuatl and Maya, gave Cortes an effective way to communicate with Montezumas emissaries.Bernal Diaz del Castillo: Bernal Diaz was a footsoldier who participated in the Hernandez and Grijalva expeditions before signing on with Cortes. He was a loyal, dependable soldier, and had risen to positions of minor rank by the end of the conquest. He is far better remembered for his memoir The True History of the Conquest of New Spain, which he wrote decades after the conquest. This remarkable book is by far the best source about the Cortes expedition.Diego de Ordaz: A veteran of the conquest of Cuba, Diego de Ordaz was loyal to Diego de Velazquez, governor of Cuba, and even at one point attempted to subvert Cortes command. Cortes won him over, however, and Ordaz became a n important captain. Cortes even entrusted him to lead a division in the fight against Panfilo de Narvaez at the Battle of Cempoala. He was eventually honored with a knightship in Spain for his efforts during the conquest. Alonso Hernandez Portocarrero: Like Cortes, Alonso Hernandez Portocarrero was a native of Medellin. This connection served him well, as Cortes tended to favor people from his hometown. Hernandez was an early confidant of Cortes, and the slave girl Malinche was originally given to him (although Cortes took her back when he learned how useful she could be). Early in the conquest, Cortes entrusted Hernandez to return to Spain, pass along some treasures to the king, and look after his interests there. He served Cortes admirably, but made enemies of his own. He was arrested and died in prison in Spain.Martin Lopez: Martin Lopez was no soldier, but rather Cortes best engineer. Lopez was a shipwright who designed and built the brigantines, which played a crucial role in the siege of Tenochtitlan.Juan Velazquez de Leà ³n: A kinsman of Governor Diego Velazquez of Cuba, Velzquez de Leons loyalty to Cortes was originally dubious, and he joined a conspiracy to oust Cortes early in the campaign. Cortes eventually forgave him, however. Velazquez de Leon became an important commander, seeing action against the Panfilo de Narvaez expedition in 1520. He died during the Night of Sorrows.  Ã‚   Sources Castillo, Bernal Diaz Del. The Conquest of New Spain. Penguin Classics, John M. Cohen (Translator, Introduction), Paperback, Penguin Books, August 30, 1963. Castillo, Bernal Diaz Del. The True History of The Conquest of New Spain. Hackett Classics, Janet Burke (Translator), Ted Humphrey (Translator), UK ed. Edition, Hackett Publishing Company, Inc., March 15, 2012. Levy, Buddy. Conquistador: Hernan Cortes, King Montezuma and the Last Stand of the Aztecs. Hardcover, 1st edition, Bantam, June 24, 2008. Thomas, Hugh. Conquest: Montezuma, Cortes and the Fall of Old Mexico. Paperback, Reprint edition, Simon Schuster, April 7, 1995.

Boar, Boor, and Bore - Commonly Confused Words

Boar, Boor, and Bore - Commonly Confused Words The noun boar refers to an uncastrated pig. The noun boor refers to a rude or ill-mannered person. As a verb, bore means to make a hole or passage or to become tiresome or dull. In addition, bore is the past tense of the irregular verb bear.​ As a noun, bore refers to a hole made by boring, the hollow part of a tube, or someone or something that is dull and tiresome. See also: Board and Bored Examples My grandmother once stepped out onto the front porch and shot a boar that was attacking her dogs.To avoid having to attend dinner parties, Jon played the part of a hopeless boor- an uncouth country bumpkin.An engineer conceived a plan to bore a tunnel through the mountain ridge to speed upriver freight traffic.The graduation speaker was a complete bore, and half the audience went to sleep. Practice (a) These creatures _____ into the limestone by dissolving it with an acidic chemical they excrete.(b) It was a Norse tradition to eat wild _____ at Yuletide.(c) If an Englishman settles in Australia, he is regarded as a _____ if he criticizes all things Australian and constantly harps on how much better the English are.(d) Phils friends say that he has become a total _____, talking about nothing but his children and his golf game. Answers to Practice Exercises:Boar, Boor, and Bore (a) These creatures  bore  into the limestone by dissolving it with an acidic chemical they excrete.(b) It was a Norse tradition to eat wild  boar  at Yuletide.(c) If an Englishman settles in Australia, he is regarded as a  boor  if he criticizes all things Australian and constantly harps on how much better the English are.(d) Phils friends say that he has become a total  bore, talking about nothing but his children and his golf game.

Segmentation, Targeting and Positioning(fom) Dissertation

Segmentation, Targeting and Positioning(fom) - Dissertation Example Instead by segmenting the market, the company divides its market and devises marketing strategies only to the market it is going to cater to. This saves valuable resources of a company which can be spent on CSR activities and other activations that are beneficial for the entire society. The marketing strategies are devised once a company decides which segment it is going to target, hence first step of the ladder is segmentation and second is targeting and being part of the same ladder they are equally beneficial for the society as whole. Many companies like P&G, Unilever, Reckitt and Nestle have been success stories of the fact that marketing segmentation, division and targeting is not only important for the society, but it is also very important for the company. Since company is operating in the society, the profits it earns lead to improvement in standard of living and more taxes being paid and all these changes lead to betterment of the society. (Armstrong and Kotler, 2011) Refere nces: Armstrong, Gary and Kotler, Philip 2011, Marketing: an introduction, 10th edition, Pearson Prentice Hall, USA.

Perfect Competition Essay Example | Topics and Well Written Essays - 1750 words

Perfect Competition - Essay Example Perfect Competition The model of perfect competition is based upon four assumptions. Firstly the firms are price takers. There are so many firms in the market that and single firm does not produce enough of the whole to be able to influence the market price. Therefore, they are considered as price takers where the price has already been determined at the market forces of demand and supply. There are no barriers of entry or exit for the firms. There are no stopping firms who wish to enter or leave the market. The existing firms have no role in this process. All firms are producing homogenous products. This means that the products of all firms are identical and as a result there can be no marketing in terms of names of brands. All the producers and consumers have perfect information regarding the prices of the products. Very few firms or industries come close to this model in the real world. We may see such conditions temporarily in the agricultural industry but, these do not exist in the long run. In per fect competition as stated in the assumptions above it is assumed that there are many small firms and that they cannot do anything to influence the market price. Therefore, they are considered as price takers where the price has already been determined at the market forces of demand and supply. There are no barriers of entry or exit for the firms. There are no stopping firms who wish to enter or leave the market. The existing firms have no role in this process. All firms are producing homogenous products. This means that the products of all firms are identical and as a result there can be no marketing in terms of names of brands. All the producers and consumers have perfect information regarding the prices of the products. (Sloman,2006) Very few firms or industries come close to this model in the real world. We may see such conditions temporarily in the agricultural industry but, these do not exist in the long run. In perfect competition as stated in the assumptions above it is assu med that there are many small firms and that they cannot do anything to influence the market price. The firm’s contribution to the industry and market is so small that even if it changes its output it will have no effect on the market price of the product. Thus, the firm can produce any quantity hoping to sell all of it at market price. Considering this it is derived that the demand curve is perfectly elastic and thereby, marginal revenue earned for each additional output sold is same throughout. Therefore, the marginal revenue is equal to average revenue (Bamford et al 2002.). Thus, considering that the individual firms do not affect the market price the only real decision which they have to make is the level of output to be produced. This decision can be taken by taking into account the costs of production. Considering the basic objective of the firm is to maximize profits it will produce at the point where marginal costs equals marginal revenue (MC=MR). (Bamford et al. 200 2) The first thing which needs to be understood is the difference between the short run and the long run. During the short run the number of firms in the industry is fixed. This means that no new firms will be entering the market in the short run. The existing firms will have the chance to earn abnormal profits in the short run. However, in the long run there will be other firms entering the market. Firms will enter the market if there will be signs of abnormal profits. On the other hand, if there are losses some firms may also leave the industry. (Sloman,2006) The total revenue to be earned by the firm will be equal to the price multiplied by the quantity sold. If the total cost of producing this specified number of units is lesser than the total revenue then it can be said that the firm is making abnormal profits. This will actually be an incentive for the firm to keep producing at the current rate. However, if total revenue equals total coast (TR=TC), then the firm is barely maki ng it to the breakeven point. It is this point where the firm is earning normal profits. On the other hand, it is plausibility that the total cost is greater than the total revenue. If the costs are greater, the firm may exit the industry altogether. This may not be the case at all times. If the total revenue is greater than

Barratt Development Account Information Analysis

Barratt Development Account Information Analysis Assessing the role of accounting information and accounting information system at Barratt Development Abstract Accounting information and accounting information systems (AIS) in todays information age play critical roles in facilitating decision-makers with accurate financial status of the organization and activities to pursue strategic objectives. Accountants, who are the disseminators of accounting information, need to ensure that the information provided to decision-makers such as managers, executives and board of directors is up-to-date to achieve organizational objectives, monitor performance and/or amend strategic objectives when needed. Sometimes accounting information is not as useful and even impacts negatively on the users. This is due to a host of issues that plague accounting information and its systems including authenticity, integrity and quality of the information generated. For these reasons, companies have to develop and maintain accounting information systems congruent with their business objectives to ensure usefulness, integrity and transparency to avoid ethical, legal and business conflicts. In the following evaluation, the researcher shall demonstrate the role of accounting information and accounting information system at Barratt Development Plc, with special emphasis on how the implementation of computerized accounting information systems affects issues of quality, integrity and reliability. Barratt Development Overview Barratt is one of the UKs largest homebuilders. Founded in 1958, the company today has an extended growing network of divisions spread throughout the UK. The breadth and scope of Barratt’s organizational structure can be measured by the number of resources and other pioneering projects development it serves to the communities. The company boasts market share with specialization in creating high quality, value for money homes for sale, rent and shared ownership, often in partnership with local authorities, housing associations and others (Official Website 2007). The majority, that is 80%, of the projects, are based on brown field recycled land. This commitment towards sustainable development has been congruent with the Governments future plan in sustainable development and innovation in homebuilding and construction (Official Website 2007). Even though the company has been founded since four decades, it is growing at an unprecedented speed. Since its listing in the London Stock Exchange in 1968, Barratt Development Plc has achieved high turnover. For the year 2006, the company has had a group turnover of  £2,431m. With 33 operating divisions throughout the country to serve all sectors of the market, Barratt is considered one of the most powerful groups of builders in planning and developing of the countrys housing sector (Official Website 2007). According to its executives, Barratts success lies in its geographical spread and extensive product range. The company has always ensured that sales of its homes and buildings are congruent with the average market place to appeal to a variety of buyers, yet maintains quality throughout the project. In addition, Barratt does not believe in remaining stagnant and following other players. Instead, part of its success lies in its ability to grow through innovation, and using green technologies effectively to develop projects that cost less, have more valuable benefits to the customer and environment, as well as customized to the end users preferences. Problems such as energy efficiency, health and safety, and regeneration are taken into consideration seriously (Annual Report 2006). With a strong team of specialists on its hand, Barratts management is confident in its performance and in creating value for its shareholders and stakeholders. Role of Accounting Information and AIS at Barratt Development The emergence of the digital economy and globalization has precipitated the concept of organizational systems for managing knowledge and information. In the financial context, digitized information reporting has become a link between the different units of the organization. It is through this network of information that organizations are able to utilize information in individualized management. Accounting information systems are enablers of information provision to synthesize financial information such as reports for non-standard managerial decisions. The AIS has come to be the managers knowledge through which the organization deploys knowledge for various purposes in decision frameworks (Bhimani 2003). Thus, AIS can be defined as a subsystem of the organizations information system in which quantitative data are processed to provide information for individuals or group of people with similar information needs, to use in understanding organizational activities and support decision-mak ing. Accounting information refers to processed data converted into information for the purpose of decision-making (OpenLearning ). This ideology can be exemplified by studying Barratt Development and its AIS. Accounting information at Barratt serves various groups of individuals and mainly those who are in direct relation with the business. From the top of the decision tree, the board of directors who need to direct and control the organization are the principal users of accounting information. Accounting information is used to study the trend in revenues, pre-tax profit, losses, group activities, cash flow, return on capital employed, forward order book, land, net assets, interest rates, selling price, volume of business, product sale and earnings per share to estimate the status of the business. They base their assessment on future plans, the types of project they will focus on, the kind of resources they plan to employ, and the kind of risks involved in the business (Annual Report 2006). Apart from the board of directors, accounting information provides valuable information for monitoring purposes for external groups of individuals such as the auditing committee. They study the integrity of the financial statements to objectively evaluate its relation with the organizational performance. They are also responsible for studying the financial management and reporting system to ensure that accounting procedures, system of control and processes are congruent with standards prescribed by the regulators (Annual Report 2006). The accounting information also provides useful status of the kind of credit transactions that have taken place with suppliers, the terms for repayment and how much debt the company is in without risking the companys integrity. After the Board of Directors, the auditors, and the creditors, the executives and managers are the ones who make use of the accounting information. They utilize make use of accounting information for assessing operational performance and how to improve it through strategic plans. Accounting information provides insight pertaining to the gaps or problems inherent in the skills, resources, and financial constrains that hinder the maximization of efficiency of resources to achieve organizational objectives and targets (Annual Report 2006). External users of accounting information also include the shareholders and speculators who are keen on studying the performance of the company from time to time to safeguard their interests. Information pertaining to earnings per share, share pricing, profitability, rates of returns and announcement of new shares being floated are all useful for shareholders to make investment decisions. Apart from the above-mentioned core decision-makers, accounting information is also used at the operational level for information like salaries, benefits, bonuses, pension benefits, as well as ensuring that divisional leaders are able to gauge the status of inventory, receivables, cash flow activities, assets, land, payables and taxes etc. which will impact on the overall status of the projects. The accounting information that these individuals utilize is processed by an accounting information system, which generates information from daily transactions such as sale receipts, invoices, payment slips, taxation forms, salary slips, suppliers transactional slips, and trade receivables etc. The AIS comprises of sub-sub systems set up based on accounting standards such as inventory system, supply chain system, sales proceeds systems, human resource system, and capital investment systems. The AIS is also formed based on various internal transactions recorded in these systems. Hence, the AIS at Barratt Development is based on both internal and external accounting information processing. Accounting Information Strategy at Barratt Development Although AIS has been in existence in organizations since the invention of accounting, today it is interpreted synonymously with the computerization of accounting function. The fundamental purpose of AIS is to collect, record and process data from activities related to the organizations (Stefanou 2006). The resultant information has implications in maintenance, decision and communication by internal and external stakeholders, depending on the extent of the impact of environmental factors, social factors, technological factors and organizational factors. According to Stefanou (2006), accounting information and AIS are critical for organizations to respond to highly competitive and dynamic business environments that often alter production processes and organizational structures. For this purpose, information systems such as AIS play an important role in facilitating change management and allow cross-functional requirements. At Barratt, the company has engaged Weber Shandwick Square Mile as the financial PR advisors to develop a communication framework especially designed for providing information to its shareholders and stakeholders at all times. However, this step towards transparency is limited by the companys policy not to divulge sensitive financial information to the public without the expressed approval of the Company Secretary. The company believes that this strategy helps it to ensure that key accounting information is only communicated to those genuinely concerned such as investors, private shareholders and analysts (Annual Report 2006). Barratts AIS is based on the International Financial Reporting Standards, complies with the Companies Act of 1985 and uses the generally accepted accounting principles. Under GAAP, the company also has to include estimates and assumptions that affect the companys overall financial performance, especially on assets and liabilities, while reporting of revenues and expenses. Accounting information is based on the managements interpretation of amount, activities, actions and actual/estimates and their impact on the performance of the company. For this purpose, Barratt takes into account of results/estimates from holding companies, as well as its subsidiaries, to be included in it financial statements to record revenue, expenditures, assets, liabilities, and cash flows. For example, when considering cost estimation, the company includes materials, labour and overheads of work in progress. Similarly, when considering property, plant and equipment, the company includes deferred purchase cre dit terms and costs, less depreciation of the assets (Annual Report 2006). Developing and managing accounting information is critical for inter and intra organizational information dissemination. Accurate information is required for decision support throughout the organization, as well as to ensure that the quality of information supports efficiency of operational activities. By using the GAAP principles, the companys decision-makers are able to negotiate and manage costs for determining cost price, selling price and service price of its products in the market. It is also critical for the decision-makers at the divisional level to gauge the financial implications of the project undertaken and, hence, determine its value to the overall organizational strategy. In smaller companies, it is easier to emphasize on control mechanisms such as cash, monitoring performance and maintaining relationships with external entities (Collis and Jarvis 2002). However, in an organization such as Barra tt, where holding companies, subsidiaries, supply chain and such external value chain units are connected with the companys operations, accounting estimates, though give a rough picture of the financial status, do not really provide correct financial status (Ramos 2004). Furthermore, due to the changing business environment and trend, traditional notions of control systems no longer prove effective in understanding and controlling factors that affect organizations. Bhimani (2003) is of the view that management operational strategies nowadays require a balance of all units within the organizational framework linked by an effective communication network, which emphasize on information and knowledge transfer. Any information system must facilitate information for monitoring and evaluation of the knowledge. Boland (1999) too is of the view that information systems such as the AIS must be present in the organization to create reports, support report regeneration, support decision systems, smoothen workflow and provide enquiry function. Therefore, the AIS should represent the organizational control system (Stuerke 2005). To begin with, Barratt maintains an effective financial information system that provides relevant and up-to-date information pertaining t o the organization for the purpose of maintaining investment relations. One cannot deny the fact that information pertaining to earnings forecasts, capital returns, announcements, financial performance and the like are easily available at the click of a button at Barratts investor relations web site. The purpose of this web site is to smooth the workflow of the investors, traders and analysts so that they engage in trading Barratts shares and securities (Barratt Official Website 2007). Likewise, one observes that Barratt has used its financial information system to effectively direct and control its corporate governance through which it sets standards and values for maintaining its relationship with shareholders, customers, staff, suppliers, contractors and stakeholders. It is through its corporate governance strategy that the company is able to develop an operational plan, budget, financial statements, decide on projects, conduct acquisition and disposal of units, as well as monitor business performance, set internal control for risk management and ensure transparency is existent throughout the organization (Annual Report 2006). An effective information system is dependent on a regulatory body. It is this body that monitors and evaluates the efficacy of the implementation of policies and strategies. Maintaining an information system with sensitive information, such as financial data, is useless if there are no regular checks and balances. In a financial context, this is usually carried out by the auditors. Congruent to the breadth and size of the company, Barratt has two groups of auditors internal and external. The Audit Committee (internal) comprises of executive directors with financial experience who are responsible for monitoring the effectiveness of the audit process, financial management and reporting systems, as well as ensuring the integrity and effectiveness of its accounting processes. The internal control systems are reviewed regularly to monitor potential risks or discrepancies in the audit function. An external auditing company, PricewaterhouseCoopers LLC has been engaged to authenticate the v alidity of the internal audit committees reports (Annual Report 2006). This approach is not new in terms of companys evaluation and monitoring. Apart from the auditing committee, Barratts Directors are also responsible for safeguarding the companys assets by monitoring for fraud and irregularities in its financial system and operations. Their task is governed by an internal control and risk management system. Although, this system may seem effective in defining risk control operations and reportage, nevertheless it is usually limited by the authority of the same directors who report, evaluate and audit the financial information disseminated at interim and annual meetings. The directors are a select group who are made responsible for the transparency of the whole companys accounting system. For example, when considering issues of land viability for acquisition, work in progress, and sub-contractor payments etc., the executive directors are dependent on the input system, which is controlled at the divisional level. Accounting of purchases, sales, and acquisitions is authenticated by the divisional heads, while the executive di rectors are dependent on these divisional units for authentication of their own reportage. Consequently, the researcher is of the view that the system only provides reasonable assurance. The risk of fraudulent activities cannot be really assured at all levels as the checks and balances are limited to the top executives only. Conclusion From the above discussion, one understands that although the digital economy has substantially revolutionized accounting information systems, it is essentially based on the same framework. Traditional accounting values such as integrity, authenticity and quality of information for the purpose of decision-making critically have remained the same. All processes in recording and processing accounting data for generating information serve the purpose of accountability and authentication of the factors of production, work in progress and performance of the firm. What has changed is the significance of the AIS as the intra and inter communication framework for stakeholders and shareholders. This is evident from the above study of Barratt Development, one of UKs top house-builder companies. Barratt, based on its operational infrastructure, has developed a complex financial information system governed by policies, procedures and disciplines for governing it. Its management has appointed top decision-makers (its directors) as gatekeepers for monitoring, evaluating and safekeeping of financial information. It has adopted standardized accounting principles for reportage and accountability so as to facilitate its shareholders and stakeholders with easy-to-access accounting information for making decisions that affect the company. Nevertheless, if one analyzes this accounting system, it is filled with gaps, which may compromise the integrity and quality of information provided to its users. Consequently, the researcher is of the view that AIS cannot guarantee authenticity, quality and integrity of information, regardless of the kind of system adopted. What is needed is a check and balance system integrated, congruent with the AIS, at all levels of the organization to ensure independent authentication of information and knowledge management. Bibliography Barratt Official Website. Company Profile. Online accessed on 20 January 2007 from: http://www.barratt-investor-relations.co.uk/corporateoverview/companyprofile.aspx Barratt Report and Accounts 2006. Bhimani, A. (2003) Management Accounting in the Digital Economy. Oxford University Press: Oxford. Boland, R. J. (1999) Accounting as a Representational Craft Lessons for Research on Information Systems in Rethinking Management Information Systems: An Interdisciplinary Perspective, Currie, W. and Galliers, B. (eds) Oxford University Press: Oxford. pp. 229 Collis, J. and Jarvis, R. (2002) Financial Information and the Management of Small Private Companies. Journal of Small Business and Enterprise Development, Vol. 9, No. 2 pp.100-110 Ramos, M. M. (2004) Interaction between management accounting and supply chain management. Supply Chain Management: An International Journal. Vol.9, No. 2, pp.134-138 Stuerke, P. S. (2005) Financial analysts as users of accounting information. International Journal of Managerial Finance Vol. 1 No. 1, pp. 8-24 Barratt Report and Accounts 2006. Barratt Official Website. Company Profile. Online accessed on 20 January 2007 from: http://www.barratt-investor-relations.co.uk/corporateoverview/companyprofile.aspx Bhimani, A. (2003) Management Accounting in the Digital Economy. Oxford University Press: Oxford. Boland, R. J. (1999) Accounting as a Representational Craft Lessons for Research on Information Systems in Rethinking Management Information Systems: An Interdisciplinary Perspective, Currie, W. and Galliers, B. (eds) Oxford University Press: Oxford. pp. 229 Ramos, M. M. (2004) Interaction between management accounting and supply chain management. Supply Chain Management: An International Journal. Vol.9, No. 2, pp.134-138 Collis, J. and Jarvis, R. (2002) Financial Information and the Management of Small Private Companies. Journal of Small Business and Enterprise Development, Vol. 9, No. 2 pp.100-110 Stuerke, P. S. (2005) Financial analysts as users of accounting information. International Journal of Managerial Finance Vol. 1 No. 1, pp. 8-24

Freud’s Theories

According to Freud, there is no such thing as an accident, but rather an unconscious desire. Freud developed the theory of Bungled Actions as a method to explain when things happen that seem to be accidental but play right into what that person desires at the time. The desire may not even be a conscious or purposeful event, but can be something that is desired in the subconscious and the accident or bungled action provides a means to get that desire accomplished. One might consider these bungled actions to be a doorway into our unconsciousness.In his essay â€Å"Bungled Actions†, Freud talks of cases where he saw the idea of a mistake or bungled action connecting to a deeper meaning. â€Å"Bungled actions can, of course, serve as whole number of other obscure purposes† (237). Freud talks about the idea of breaking things, harming oneself. The action of these things all are supposed to represent something that our unconscious wants to see happen. Numerous bungled actions were discussed throughout the reading which I would have never thought to be connected to one another.Smashing or breaking things with some value, there were several stories in which people said to have broken something and it was connected to an event in their lives. Freud sees the breaking of something as a sacrifice. For instance, Freud himself once being clumsy sat down at his desk to write a letter and knocked over the ink pot over which sat on his desk. Earlier in the day, his sister had commented on how his ink stand didn’t match his table and how he should get another one. Based on his theory, he believes that the reason he unconsciously broke the ink pot is purely because in his mind his sister said he needed to get another one. Dropping, knocking over and breaking objects are acts which seem to be used very often to express unconscious trains of thought† (242) as we saw in the Freud’s mishap. The story in the reading goes to say that a young boy wasnâ €™t happy with his nurses’ directions for him to spend the morning in bed. He got quite angry and threatened to kill himself. That evening the boy was showing his arm with the large bump and bruises on it and said â€Å"that was my attempt at suicide that I threatened this morning. In Freud’s eyes this child had unconsciously hit his arm because of his earlier comment. â€Å"Falling, stumbling, and slipping† aren’t always seen as â€Å"accidental miscarriages of motor activities† (243) because they always have a story behind them. Freud suggests that these things express sexual content. Believing Freud’s theory took some reading, after understanding the unconscious and the id, ego, and super ego I believe we all have an unconscious world hiding inside us waiting to â€Å"escape† through small mistakes or Freudian slips.I personally have never thought about how the accidents or mistakes I make in my life are actions that happened to try and tell me something else, but if someone is daring enough to take a gander, why not. I feel that if people are more aware of this it might not happen as often but it doesn’t hurt to investigate the urges hiding within all of us. Just the other week I was talking to my parents about how I wanted to get a new laptop because my computer was getting old. I also thought how nice it would be to be able to take it to different places, such as school.We were throwing the around and decided to wait until laptops were on sale right before September. My dad has been looking online for sales ever since. Just the other morning my dad needed to jump on the internet really quick before he went to work in the morning, I guess he was still half asleep and knocked a whole cup of hot coffee right on top of the computer. Needless to say we had to go out Saturday morning to buy me a new laptop; the coffee destroyed it! My dad’s subconscious really wanted to buy me a new laptop, I guess.