International Buisness

(a) What was the critical catalyst that led Kodak to start taking the Japanese market place seriously?until early 1980s when fuji launched an aggressive export drive, fight Kodak in the north American and European markets. ====================(b) From the evidence given in the case do you think Kodaks charges of unfair trading practices against fuji are valid? Support your answer.The charges were very valid.the Japanese government helped to clear a profile sanctuary for Fuji in Japan by systematically denying Kodak access to Japanese distribution channels for consumer film and paper. Kodak claims Fuji has effectively shut Kodak products out of quadruplet distributors that have a 70% share of the painting distribution market. Fuji has an equity position in two of the distributors, gives large year end relates and cash payments to all four distributors as a reward for their loyalty to Fuji, and owns stakes in the banks that pay them. Kodak also claims that Fuji uses similar ta ctics to control 430 wholesale photo furnishing labs in Japan to which it is the exclusive supplier. Moreover Kodaks petition claims that the Japanese government has actively encourages these practicesWhich company is truly Multinational ? Why? family A IS Geocentrism ORIENTATION GLOBAL MULTI ORIENTEDIntegrated global outlook More powerful ingrained company throughout Better quality of products and services Worldwide usage of best reaources Improved local country management Greater committal to global objectives Higher global profitsCOMPANY B IS ETHOCENTRIC Ethnocentric Orientation national market extension concept Domestic strategies, techniques, and personnel are sensed as superior International customers, considered secondary International markets regarded as o outlets for surplus domestic production International merchandise plans o essential in-house by international division2 List three differences among Company , Multi National company and Trans Multi National Co mpany ? Content of the intravenous feeding Basic Multinational Strategies a) Explain why MNCs have located R & D centres in developing countries?SOME OF THE DEVELOPING COUNTRIES OFFER(a) access to extremely qualified scientists as shortages of research personnel emerge in legitimate fields in industrialised countries, (b) Cost differentials in research salaries in the midst of developing and industrialised countries, and (c) rationalisation of operations, assigning particular affiliates the responsibility for developing, manufacturing, and marketing particular products worldwide.(b) Mention the areas where R & D activities can easily be decentralised.1.INTEGRATED CHIPS/OPTICAL DATA DEVICESFor instance, Sony Corporation of Japan has around nine R & D units in Asian developing countries. It has three units in capital of Singapore conducting R & D on core comp atomic number 53nts such as visual data shortage devices, integrated chip design for audio products and campaign disc re ad-only memory drives, and multimedia and microchip software.2. VIDEO/ DESIGN/DERIVATIVE MODELS It has three units in Malaysia working on video design, derivative models and circuit blocks for new TV chases, radio cassettes, discman and hi-fi receiver designs.3.DESIGN UNIT FOR COMPACT DISCS/RADIO CASSETTES ETC It has one unit in Republic of Korea focusing on the design of compact discs, radio cassettes, tape recorders, and car stereos.4.DESIGNING/DEVELOPING RECORDERSIt has one in mainland China designing and developing video tape-recorders, minidisk players, video CDs, and duplicator. Finally, it has one unit in Indonesia focusing on the design of audio products.Such units often work in collaboration with science and technology institutes in the host country. For instance, Daimler Benz has established such a unit in Bangalore, India, in collaboration with the Indian set of Science to work on projects related to its vehicles and avionics business. Current work includes port design o f avionics landing systems and smart GPS sensors for use by the groups business worldwide.VARIABEL COST 27000 30000 57000FIXED COST 13000 13000 2600040000 43000 830001. The Profit Volume ratio pvr pvr= section/ sales =sales-variable cost / sales = 95000-57000/95000= 0.40 ====================== 2. Fixed Expenses=======26000 ======================= 3. Break-Even Sales Sales- variable = function shore Break even sales= total annual intractable cost ___________________ Contribution gross profit/total sales =26000/ 0.40 =65000.4. Percentage of margin of refuge Subtract from the projected sales the amount of sales you consume to fragmentize even. For example, if you anticipate sales of $95,000, but only need $65,000 to break even, subtract $65,000 from $95,000 to get a safety margin of $30,000. 2Divide the safety margin by the projected sales to find the margin of safety ratio. In this example, divide $30,000 by $95,000 to get 0.315. 3 Multiply the margin of safety ratio by 100 to find the margin of safety percentage. In this example, multiply 0.315 by 100 to get an 3.15 percent margin of safety.

Kant: Human, Animals, and Empathy Essay

Immanuel Kant remains wholeness of the most influential thinkers in history. Part of Kants appeal is his ability to provide incredibly unique insights into the human condition. mavin of the more interesting works by Kant was his writing that looked into human interrelations with living organisms. From his examinations, Kant basically shows that how humans take animals is indicative of how they leave alone treat other people. This ties truly heavily into the nonion that the human-animal relationship is linked heavily with empathy.Kant makes a precise sobering point in his analysis of human relationships with animals. Much of Kants analysis is realistic and this realistic insight notes the darker side of human nature. Kant go throughs that not all human/animal relationships are harmonious. The sad fact remains that there are those who are cruel to animals. Mevery sociopathic individuals screening enormous cruelty to animals. Granted, the number of those individuals is limi ted in comparison to those who reserve harmonious relationships. But, these individuals do exists.There numbers while low are still significant enough that there are laws on the books designed to punish their cruel behavior. Kant understands this because he looks at the relationship from a commonalty sense perspective. After all, how could a person who tortures animals show empathy towards humans? A lack of empathy against any living this is indicative that the person possesses NO empathy. Kant in like manner points out that a child who possesses such cruel behavior will likely develop into a cruel adult. That is the path such a malformed development of relationships will lead the child when he/she blossoms into adulthood.Of phase, not all of Kants writing deals with the negative aspects that can come to decrease when examining the relationship between humans and animals. The inverse is also presented as well. That is, the undecomposed qualities of a person become visible wh en examining how a person treats their sweet animals. A person who cares for a dog when it is sick, gives it food when it is hungry, and provides shelter when the animal needs protection is clearly a person who understand the pattern of giving to those in need. Such actions will eventually re-emerge in their relationships with other humans.Now, does that mean that simply because a dog owner is sainted with his pet that the owner will be devoid of cruelty towards others? No, of course not such an assessment would be absurd. However, if a person does treat an animal with kindness and respect then empathy is present. Simply put, all near(a) treatment of animals is synonymous with empathy. You can not have one without the other. Granted, the true volume of empathy may vary. That is, a person may show empathy towards family and friends just may possess aberrant or destructive traits as well. A person who loves his family selflessly may also possess racial animosity.However, if one were to look at reducing or eliminating racial animosity (or any other personality aberrancy), a person with a capacity for empathy will be more than likely to repent as opposed to a sociopath who lacks empathy. Keep in mind, empathy is not a minimal touchy-feely emotion. Empathy goes to the core of who we are and what we are capable of. That is why it is critical to understand how beings react to others since this gives an insight into their empathic nature. A clear examination of human-animal relationships provides this insight. Or, at least, this is the hope.

Christmas party Essay

The dorm that I am supposed to live in was a terrible sight. At least that was my initial reaction during my college move in day. Countless staircases, smelly and scary corridors, a room that is so small and a chatty roommate gave me such a disallow first impression of where I am to be stuck in throughout college life. An impression that fortunately is not difference to last Countless Staircases and Odd-Smelling Corridors The app arently countless staircases and endless climbing to the third floor of the dormitory do it excruciatingly difficult for my feet to move on.The corridors that lead to my room are quite dark and wood-smelling making it more creepy and intolerable to walk through. small Room The room is exceedingly small that there is almost no lacuna in between those two sets of twin bunk beds and one(a) king size foldout bed that may be morose out into a sofa during daytime. In violate of its size though, it holds a private bath with shower. It also has a cable t elevision, coffeemaker, DVD player, atom-bomb oven, as s healthy up as, refrigerator. Conversational RoommateThe dorm room is make lively by an exceedingly talkative roommate. We are four in the room one is a senior, another is a sophomore and two of us are freshmen. Our roommate who is already in the senior category greeted me by bombarding me with countless questions including What course are you enrolled in? Are you going to take up BS Biology as well? Do you know the scientific name of spider? What is your favorite animal? Do you have the courage to hold large frogs, remove the skin of a cat, and dissect a horse? When I responded yes to the first two questions and no to the third and last question, she was quick to comment and suggest that I should be prepared with college life and that even it is only the first day the spare-time activity day, our professors are sure to already give us excruciating quizzes. Dwellers alliance Our room in the dormitory though it looks and sm ells very old is pacify exceptionally lively because of the dwellers relationship with each other.Sometimes, we do not bedevil to go to the mess hall and eat or to the mini program library and study room to browse through our lessons. We notwithstanding stay in our room no matter how cramped or inadequate the pose is. We bond together in our room when working out, eating, and even analyze (Xplore.. n. p. ). Sleeping Difficulties Since the dorm room is designed to hold all beds cheeseparing to each other and no dividers were made available, I had troubles resting or quiescence because two of my roommates have been engaged in non-stop snoring especially at night.Enjoyable Dorm Room There are other grateful things or descriptions that go along with our dorm room in spite of all the aforementioned complaints and negative adjectives mentioned though. First of all is when there are social events, for instance, open augury, Christmas party, valentines day rejoicing etc. During t hese days/events, the dorm room, especially ours is full of life.During open house days, the room is full of decoration, sandwiches, donuts, as well as, fruits are set on the table, the coffeemaker is continuously switched on trance during Christmas party, even the corridors are sprayer painted with green and red, the walls of the room are newly painted with Christmas designs as well, then gold-colored balls and multi-colored lights are fixed after also, miniature trees are placed in a corner along with small socks and gifts beside and around it during valentines day however, red hearts of all sizes may be seen, all they are glued on to the walls or hanging from all everyplace the ceiling.The decorated dorm room at the time of social events come to the emotions of an individual that even if loved ones are not living with you in that room, you are bound to feel that you are at home and they lead be there for you no matter what (Xplore.. n. d. ). Second, we have our own lockers oversize enough for our backpacks. The hassle of packing before leaving and unpacking after reaching is avoided because we throw out just place our things there when we get to the dorm and we can just pick it up the next time we leave for schooltimedays again.Third, folded study tables are provided to us to make studying more enkindle and motivating. These study tables have several drawers wherein we can place our school supplies including our books, notebooks, pens, pencils, etc. there are other small compartments as well for any school-related material that needs to be placed where it can be taken speedily and conveniently. Fourth, the dorm room is also provided with an exterior patio where you can enjoy your cup of coffee in the morning while watching the ever bright rising sunshine.It is also the perfect ambit for making abstract paintings during a lazy afternoon. In addition to that, it is rattling(prenominal) to just sit there and observe the slowly setting of the sun and even the moon and stars in the middle of the night. A place that is just right for students who wanted to relax, reminisce, or just stare into blank space while passing the time. Finally, the dorm room is full of life because of the things that are in it. These include shining gold and silver medals, as well as, elevated & soaring trophies. All these are bagged by our higher aim roommates during the previous semesters.The gold and silver medals were typically acquired from academic contests like science, math, and write up quiz bees while the trophies were obtained from soccer championships. The room seemed to be very much(prenominal) alive because it has gotten hold of such awards. The room is radiating with brilliance, sport-mindedness, determination, intelligence, competence, and excellence as it exhibits the recognitions, prizes, and rewards of the people that it houses. Reference Xplor Communications. On- Versus Off- Campus Part 1. 2004. n. a. 22 January 2008 http//geto uttoday. com/collegelife/living/apartment/aptvdorm. htm

Different Type of Budgeting Technique

Bud limiting lies at the rear of e very pecuniary plan. It doesnt matter if youre living paycheck to paycheck or earning six-figures a division, you need to know where your money is de social occasionure if you want to wipe proscribed a handle on your finances. Unlike what you cogency believe, cyphering isnt each(prenominal) in all about restricting what you spend money on and cutting out all the fun in your life. Its very about concord how lots money you assume, where it goes, and then readying how to best(p) allocate those funds. Heres everything you need to patron you create a calculate victimization antithetic access code. a)incremental Budgeting This is where the current work out and secondual figures exploit as the starting point or anchor for the naked as a jaybird figure. The base is adjusted for bet heightens to, for example, the growth mix, sales volume, sales price, expenses and capital wasting disease that argon expected to occur over the next budget dot. It is called additive budgeting as the draw close does non nidus on the base, but foc hires on the increment (the sorts from the base). An example would allow increasing last years operating(a) expenses by the rate of inflation to calculate the brand- overbold budgeted figure.The major prejudice of this is that the major spot of the expense (the base) does not change and in concomitant is over disembodied spirited and not questioned under this approach. For example the base figure whitethorn be distorted due to extraordinary even offts in the previous period which ar not expected to reoccur. Thus if this is not taken into account, the budget could be mis stretch outing. Advantages of Incremental Budgeting Easy to implement If you be looking for a budget that is very wide-eyed to implement, incremental budgeting faculty be for you. You do not rescue to send your department film directors to either special geek of training in order to utilize this budgeting governing body.It is easy to learn and the plow evict be completed in spite of appearance a very unforesightful period of magazine. Gradual Change One of the bene fails of incremental budgeting is that it allows gradual change for the profession. If you harbor gradual change instead of trying to change everything quickly, this figure of budget is musical themel. Many cartridge holders, if your business tries to change overly fast, it can dumbfound unst adequate to(p) and drowse off sight of what it does best. There be some new(prenominal) benefit regarding the incremental budgeting * FlexibilityThis sheath of budgeting is very flexible. You can easy do it from one month to the next.This allows you to see change very quickly when you implement a new policy or budget. * Avoid divergenceCompanies with some different departments a good deal run into conflict amongst departments be policesuit of their different budgets. With this system of budgeting, it is easier to keep everyone on the same page and avoid conflicts between departments. * The dumbfound operates under a st commensurate and predictable system and any change leave behind be gradual. * Managers can operate their departments on a consistent basis. * Conflicts should be easily avoidable if departments can be seen to be treated besides. It is Appropriate where in that location is a self-aggrandising number of equal centres/budgets to calculate and forecasts do not change significantly from one year to the next * Co-ordination between forecasts is easier to contact. * The pertain of change can be seen quickly. Dis prefers of Incremental Budgeting * It assumes that activities and methods of working testament continue in the same modal value. * It allows no puritanical incentive for managers to develop new innovative ideas. * Its normally on an upwardly bring down, hence providing no incentive for managers to reduce constitute. It encourages spending up to the budget limits so that coming(prenominal) estimates ar maintained next year. * The forecast whitethorn live out of date and no longer relate to the take aim of drill or type of work universeness carried out. * The priority for resourcefulnessfulness parcelling whitethorn have changed ever since the prior estimates were originally set. * whitethorn perpetuate past inefficiencies. In other wrangling incremental budgeting does not ca engross serious challenge to the status quo of managers concerned because different methods of achieving suffice objectives be not put to test * There whitethorn be budgetary unaffixed built into the estimates, which is neer reviewed.In other words Managers great power have overestimated their call forments in the past in order to prevail a forecast which is easier to work towards, and which will allow them to obtain tender results. * Does not account for changeThis method is found on the idea that expenses will run pretty much as th ey did before. However, in business, this is seldom the case. There be always variables. * No incentivesSuch a simple method of budgeting really does not leave alone your employees with much reason to be creative.They have no incentive to innovate and come up with new ideas or policies. When a budget allows a little extra style for innovation, you might find that your employees come up with something great. * Use it or neglect itMany employees view this as a use it or lose it system. They know that next years budget is going to be incrementally base on this years. Therefore, if they do not spend everything that is allocated to them, they whitethorn not have passable money to work with next year. This creates an environment where waste is encouraged. (b)Zero Based Budgeting his method was briefly popular during the 1970s but didnt quite sacrifice it as a widely held practice. Yet in todays current business set-up, the method is beness revived and regarded as the die approa ch. ZBB starts off with practically nothing on which to base ones budget assumptions. This stands in contrast to the traditionalistic method, in which managers and supervisors calculate their projections by apply the previous years budget as their baseline. ZBB as a budget supplying method lost its popularity due to the many a(prenominal) fiscal clog up requirements imposed.Managers and supervisors have to justify every projected exist and its purposes, positively charged the cave ination of one or much alternative courses of action, which should be similarly justified. The procedure doesnt end at that attribute, as every proposed budget and its alternatives have to be measured in terms of intersectionivity and efficiency writ of execution, including the results of cost-to-benefits analyses. Moreover, the manager is alike required to present the consequences, in case a absolute majority of the top steering members would vote against the proposed cost projection.Its no appreciation that ZBB lost its pursual in its early years, since the procession of numerous calculations, justifications, analyses and documentation be indeed too tedious for comfort. But that was in the 70s, when computerization was still in its budding stage and personal computers were unheard of. downstairs the current business set-up, in which research and selective information analyses are common, all those requirements can be produced in a jiffy, by simply using business intelligence capabilities. Inasmuch as the best budget estimations are those that are closest to the real thing, zero-based rojections whitethorn concludingly come of age by getting the support it needs from todays entropy marts and info warehouses. (Charles, 1995) Pros and Cons of Zero-based-budgeting This budget preparation method is actually a spin-off of the budget plans introduced during the 1920s. Due to the excesses and corrupt practices of local humanity officials, the federal government a uthentic a system of cont curl the disbursements of public funds by way of a revised budget plan. The success of this method encouraged other industries to adopt the same system.It was modified through the years, along with certain developments in the methods of accounting for manufacturing cost. However, as businesses grew and flourished, the financial managers and accountants became overly burdened by the processes complex in developing ZBB plans. Too much succession and effort were universe wasted in collecting, summarizing and analyzing recorded selective information, unaccompanied to be set off for future implementations, which oftentimes did not materialize. Despite this drawback, ZBB was regarded as a reasonable approach because of its exalted degree of efficiency in cont axial rotation costs and maximizing productivity.In fact, government areas and non-profit strong-arm compositions still commence use of the ZBB approach, as it allows to each one face to visuali ze the in glide slope years consummation based on present trends and conditions. In summarizing all documentation to support the master budget, redundancies in initiatives and functions become more(prenominal) than(prenominal) than visible and are frankincense eliminated. Although no longer popular, some industrial companies still make use of a zero-based budgeting approach on a per-department or per-project basis.This is particularly original if the departments or projects require a greater degree of cost take aiming, inasmuch as their outputs do not directly tot to business profitability fiscal managers today are hardly affected by the re-emergence of this budget approach, as their trainings are basically founded on methodologies that make use of research and data analysis. not only that, the advent of PCs and business intelligence applications and tools makes the preparation of back up documentation as easy as pie, so to speak.All they have to do is click or double-clic k on their mouses and the BI financial comprehend writers will simply drill-down, drill- near, and drill-through databases and data warehouses or even from web-based browsers to produce reports that will provide up-to-date information. There is spreadsheet integration and its capability to automate calculations, as well as the intelligent trees, process diagrams, and balance scorecards that can form hierarchies, workflow mapping and key military operation indicators.The drawback that was once attributed to the zero-based budget training method has become part of its history, but its usefulness fits perfectly with the methodologies of the twenty- archetypical century. (Cantoria, 2011) (c) turn Budget Businesses are increasingly using axial motion budgets. Also called continual budgeting, roller budgets always involve maintaining a plan for a stipulate time period in the future. To implement rolling budgets, many proponent leveraging new technological resources, which means b undle.It essential be mute that the engineering science (e. g. , bolt-on software packages) is not the firmness. It is a tool by which and an environment in which vigilance can have the opportunity to develop etymon sets. Published surveys of financial officers of the mountainousst industrial companies in the United States, Australia, Holland, Japan, and the United soil show a number of interesting similarities as well as differences in budgeting practices across countries. (1) First, the use of master budgets is very widespread in all of these countries.Another significant finding is that financial managers in many countries distinguish between cost behavior patternsvariable versus fixed costsfor a common reason They want to plant more purposeful budgets by building flexibility into the homunculus. How do these facts impact the invention of rolling budgets? Rolling budgets always involve maintaining a plan for a condition time period in the future. This result is achie ved by adding a new time period in the future as the current time period that ended is dropped.Large companies, much(prenominal) as Electrolux and General Electric, prepare strategic plans and then integrate yearly operating budgets that are divided into 4- describe rolling budgets, and smaller high-tech public companies, such as Keithley Instruments in Solon, Ohio, follow a similar pattern of planning. The annual operating budgets are prepared based upon best estimates of what management expects to occur and wants to achieve during the coming year. Flexibility is built into the process by admiting how costs and revenues will change if different levels of body process occur (e. g. flexible budgeting), and each quarters changes are do to theorize changes in the economic and financial environmentthings such as what the competition is doing, how the economy is spending for capital goods, and any planned changes in their product mix (adding or dropping a product line). In short, sound managers operate an entity with one eye always on the horizon, and a well-prepared business plan as reflected in a flexible rolling budget can be one of the financial managers best tools to attention them in their role of planning and manoeuvreling the operations of this federation.For publicly traded companies, an cyberspace forecast miss can have an immediate and devastating impact on office price. And for both public and private companies, effective allocation of resources mandates that the organization have the best possible understanding of what the short-term and long-term future brings. The speed of change in todays economy has bring forthd a trend toward adopting continuous forecasting as part of the planning process. charm this type of rolling forecast offers many benefits, organizations often have trouble separating their forecast from and coordinating their forecast with the practicable budget.Instead of truly forecastingwhich nonesuchly should be a highe r-level projectionorganizations end up preparing mid-year or even quarterly re-budgets, with all of the associated effort. The result is a budget that takes too much time and effortnot a forecast that provides vision and direction. Advantages of Rolling budget No More Free Ride The result an always-current financial forecast that reflects not only the companys most new-made monthly results but similarly any material changes to its business sentry or the economy.In addition, it provides fewer opportunities for account directors to ride the coattails of past performance. Although traditional one-year budgets are still the norm at most companies large and small, many accountants argue that rolling budgets can be a utmost more useful tool. Unlike static budgets, they encourage managers to react more quickly to changing economic developments or business conditions. They discourage what is too often a fruitless concentre on the past ( wherefore didnt we meet our numbers? ) in favor o f a veridical focus on the future.And they produce forecasts that, over the near term, are never more than a few months old, even when companies are rolling them forrad on a quarterly basisthe more common approachrather than RELs monthly basis. Implementing rolling budgets doesnt necessarily require any fundamental change in the way a company has been doing its budgets pretermit, of course, it no longer does the job just once a year. However, companies that take root to step up to rolling budgets whitethorn want to take advantage of the decision to make a change and consider what else they can do to improve the process.After all, if a company can get everyone on board to make such a fundamental change, a only nudge to make the process more effective and efficient in other ways whitethorn be possible, too. (Morrow, 2010) The Problem Of Relevance In the view of many accountants, traditional budgets too often are abortive because they are out of date soon after they are assembled . assuming that much of the decision making that goes into them gets beginnere in the fourth quarter of the prior year, by the end of the following year, traditional budgets reflect view and data more than 12 months old.Not surprisingly, such documents tend to get short shrift from front-line managers. In worst-case scenarios, they can even promote behaviors and business decisions that are counterproductive. Consider the real-world example of a Fortune 500 company that has been public lecture with REL about how it might improve its forecasting to produce better financial results. The company uses a traditional static annual budgeting process in which it sets monthly sales goals for each of its products.If the company misses its sales targets in the first month, product managers will typically push those projected sales into the final quarter of the year. By doing that, corporate management is acting as if the watch for the full year dust unchanged even though sales were off to a relax start. But if the slow pace continues and product managers begin to realize that their lost sales cant be made up in the last quarter, they start to budget them out over all of the remaining quarters of the year. Frequently, they wind up speed massive discounting programs at the end of each quarter to hit their annual targets.Fortunately, the company can afford such budget maneuvering because it enjoys sexual intercoursely high margins on its products, but such manipulation isnt maximizing its coming back on investment. Acting Rationally The static budget encourages managers to create soupy demand for their products, not end-user demand. In other words, the company stuffs its distribution have a bun in the oven and simply delays future shipments. If the company had a more realistic budget, product managers would be able to act more rationally, eliminating the last-minute forced discounts. Payne, 2010) Not only are static annual budgets restrictive, it turns out that m any managers dont really like them. Most of the clients complain that their current planning process is extremely painful and time-consuming. General manager of the Stanford, Connecticut, office of pastor Group, a national consulting firm focused on finance, accounting and business systems. Assuming the client is operating on a calendar year, everyone runs around feverishly in October and November to do budgeting, and then at the end of the process, theyre happy to get it over withknowing they dont have to do it again until the next November.Manage The Information Implementing a rolling budget involves more than going through the annual budgeting process four times a year instead of one. Because the time between budgets has been compressed, management must access and process information more quickly than it was able to do in the past. To do that, line managers must become more involved in the process and the company must embrace technology that will allow it to quickly capture and disseminate the raw data call for for decision making and forecasting.Most organizations today rely on Microsoft Excel spreadsheets to do their budgeting. They work, but they can be laborious, requiring finance managers to human being together input from all the operations managers throughout the organization. The process was slow and exhausting, producing a static and reactive product that was built on data that was typically at least six months old. Today, that company uses a curiously designed budget planning, forecasting and analysis software product to do the job. (For a list of such software, see the sidebar Software for Budget supplying and Analysis. ) This kind of software makes it easier for managers throughout a company to access, enter and voice data on a real-time basis, using the Internet as a communications medium. Managers used to spend a lot of time allocating expenses among different segments of the business. Since the new software automates the process, manage rs can spend more time analyzing the data. (Swaller, 2010) The Big Picture For public companies, the benefits of more timely and accurate budgets whitethorn ultimately extend beyond operations. Under Wall Streets close scrutiny, meeting earnings forecasts has become more authorized than ever.A misstep, even one thats just a penny per share below expectations, can translate into a sharp stock sell-off and, in the long run, drive up a companys cost of capital. Theoretically, between rolling budgets and predictive accounting, companies can minimize the controllable factors that cause inaccurate earnings projections, Therefore, they would have fewer actual-to-forecast variations, which in turn would help cut down on stock price volatility. Although no budgeting technique can predict the future, these techniques allow companies to get much closer to the ideal.The only holdback is the willingness of a companys managers to use these new technology tools that are now available. Unfortu nately, most static annual budget processes fail to provide a clear vision of the enterprises impending direction. Forecasting allows organizations to close the breach between the boilers suit strategic plan and the detailed running(a) budget. An ideal planning cycle includes an on-going forecasting component that flows directly from the overall strategic plan and integrates with the operating budget. The output from this higher-level planning system then directly impacts the outcome of the detail budget.This principle of a continuous/rolling forecast that drives a target-based detail budget is a key financial component of many organizations highest-level strategic planning process. The Strategic Plan involves many nonfinancial processes (competitive analyses, initiative-focused plans, and the like) and becomes the driver for the rolling forecast. The forecast translates broad-based initiatives into key statistical and operational factors and results. The operating budget, in tu rn, provides plans and budget-to-actual control functions at the lower levels of the organization (e. g. cost center) Another useful feature of the forecasting system is to visually depict trends of such metrics. For example, a forecast for product revenue might include the historical revenue-per-salesperson ratio and allow a manager to forecast this future rate, in combination with the expected number of salespeople, in order to model future revenue (see Figure 2 for a parameter-driven forecasting layout). Statistic- or parameter-driven results provide a useful basis for review of the forecast. (Montgomery, 2010) DISADVANTAGES OF ROLLING BUDGET. 1. It is very expensive because of the elaborate set up of the budget department. . The budget might be so reviewed on such a manner that there will be no significance between the budgeted and actual results. The managers may tune budget to actual and it will not serve as a good yardstick 3. It requires account forecast of changes in eco nomics, political, well-disposed ecological and business conditions. In practice this changes may not be ascertainable because of lack of statics. Above is the major limitation of rolling budget. 4. It is very expensive and elusive fro small organization. 5. It is cumbersome for data collection except where computer is in use. (d) employment Based BudgetingActivity based budgeting is an approach to the budgeting process that focuses on identifying the costs of activities that take place in every scene of action of a business or organization, and determining how those activities relate to one another. The data regarding those activities and how they relate to one another is used to establish goals that allow the organization to move forward. By understanding the relationship between all the activities of the organization, it is often possible to create realistic budgets for each department that are more equitable and in the best interests of the company in the long run.The ideal o f body process based budgeting is different from the process know as cost-based budgeting. Often, the cost-based approach relies on assessing the actual expenditures connecting with a previous budgetary period, and simply adjusting those nubs based on the current rate of inflation, or to account for changes in the amount of revenue generated. By contrast, activity based budgeting is more concerned with what is being done within the organization, how those actions or activities work together, and then allocating funds to each activity based on how much it will cost to happyly complete those activities. Brimson, 1991) Proponents of activity based budgeting see this approach as more realistic, since it involves looking inward at activities and costs rather than basing the budget on outward influences. From this perspective, this strategy is understood to create financial forecasts that are more accurate, and olibanum prompt the organization to make the most efficient use of its res ources.As a bonus, the analysis of each activity and its contribution to the ongoing success of the organization means that any activities that do not come out to relate to other activities within the organization structure may in fact be unnecessary, and can be eliminated without having an adverse effect on the overall operation. Those who favor a cost-based approach over the use of activity based budgeting note that this approach does not necessarily allow for the hap of events such as an increase in the cost of raw materials or the need to replace outmoded equipment.According to this line of thinking, the inward focus of the activity based method only accounts for part of the data needed to develop a workable budget. Only when this inward analysis is conjugate with consideration of outside factors that could exert some degree of influence during the upcoming budgetary period can the organization hope to draft a budget that is truly practical and likely to meet the needs of th e organization over the course of the upcoming period. ( Gietzman, 1992) Disadvantages of Activity-Based Budgeting ComplexityThe many advantages of activity-based budgeting notwithstanding, this technique body a comprehensive and time-consuming praxis. The process requires identification of activities, estimation of activity output demands, and estimation of the costs of resources needed to provide the demanded activity output. The budgeting of physical inputs and costs as a function of a planned activity requires the use of an activity-cost hierarchy and making estimates on the consumption by such activities. Activity-based costing bases itself on defining or analyzing the relationship among costs and activities, which might not always be possible.Even otherwise, the contextual information that plays an important role in shaping the results may not always be available or considered. Success of activity-based budgeting depends on a thorough and in-depth understanding of the busine ss processes and an accurate activity analysis. Not all managers remain skilled to perform such tasks, and the resultant distortions make the activity an exercise in futility. Resources Among the major disadvantages of activity-based budgeting is its consumption of organizational resources.Spending too much resource on an analytical function such as activity-based budgeting becomes counterproductive. The complexity of the activity-based budgeting exercise means that it takes away colossal organizational resources in the form of managerial time and money. Such resources, if deployed in a core operational activity, would contribute to a much better bottom line. The broad scope of activity-based budgeting always necessitates an activity-based budgeting software, as well as training all managers to use the software and learning how to make correct activity analyses, adding to the resource demands.Duplication A major limitation of activity-based budgeting is that it is not a control b udget and as such does not replace the department or line-item budget. Activity-based budgeting only provides supplementary information, and it acts as a panacea rather than a tool. It therefore does not eliminate or substitute any process but adds to the administrative functions of an organization. Short-Term Focus Finally, another major activity-based budgeting disadvantage includes its tendency to focus on the immediate and short term and ignore the long term.Activity-based budgeting uses historic data for forecast analysis, which may not always be practical. rivet on activities that create immediate results might work well in the short term, but might cause long-term damage to an organization. While activity-based budgeting helps the organization if implemented with the correct data, preparing an activity-based budget with distorted data runs the gamble of arbitrary budget cuts and creates a dysfunctional organization. (Morrow,1991) Behavior Aspect of BudgetingA main problem involves a variety of deportmental conflicts that are created when the budget is used as a control device. To be effective, the budget must be used by the managers it is designed to help. Thus, it must be gratifying to all levels of management. The behavioral literature on budgeting supports the view that the budget should reflect what is most likely to occur under efficient operating conditions. If a budget is to be used as an effective planning and supervise device, it should encourage a high level of performance and efficiency, but at the same time, it should be fair and obtainable.If the budget is viewed by managers as unfair, (too optimistic) it may intimidate rather than motivate. One way to gain acceptance is referred to as participative (rather than imposed) budgeting. The idea is to include all levels of management in the budget preparation process. Of course this process must be coordinated by a budget director to ensure that a fair budget is obtained that will help ach ieve the goals of the total organization. Rahman,2011) Another way to reduce the behavioral bias against budgeting is to key out the concepts of variation and interdependence when using the budget to appraise performance. Recall from our discussion of the statistical control concept in that there is variation in all performance and most of this variation is caused by the system , (i. e. , common causes) not the people working in the system. The concept of interdependence refers to the fact that the various segments of a company are part of a system. Inevitably, these segments, or subsystems influence each other.Failure to adequately recognize the interdependencies within an organization tends to cause behavioral conflicts and motivate participants to optimize the performance of the various segments (subsystems) rather than to optimize the performance of the overall system. THE BEYOND BUDGETING object lesson PRIVATE SECTOR In the private sector, managers are forced to consider cu rrent and future opportunities and threats, particularly where rolling monthly forecasts of financial performance operate together with a focus on other non-financial value drivers.In essence, the beyond budgeting model entails devolved managerial certificate of indebtedness where power and responsibility go hand in hand. The view held by proponents of the beyond budgeting model is that the following benefits may accrue as a result of its successful application by management (Johnson,1995) * It creates and fosters a performance climate based on competitive success. Goals are agreed via reference to external benchmarks as opposed to internally-negotiated fixed targets. Managerial focus shifts from beating other managers for a slice of resources to beating the competition. It motivates people by giving them challenges, responsibilities and clear set as guidelines. Rewards are team-based, in recognition of the fact that no bingle person can act alone to achieve goals. * It devolves performance responsibilities to operational management who are closer to the action. This uses the know-how of individuals and teams interfacing with the customer, which in turn enables a distant more rapid alteration to changing market needs. * It empowers operational managers to act by removing resource constraints. Key ratios are set, rather than detailed line-by-line budgets.For example, appurtenance and liquidity ratios may be used to show there is passable cash in the bank to meet liabilities. Local access to resources is thus based on agreed parameters rather than line-by-line budget authorisations. This is aimed at hurrying up the response to environmental threats and enabling quick exploitation of new opportunities. * It establishes customer-orientated teams that are accountable for profitable customer outcomes. These teams agree resource and helper-level requirements with service departments via the establishment of service level agreements. It creates transparent an d open information systems throughout the face, which should provide fast, open and distributed information to facilitate control at all levels. The IT system is crucial in flexing the key performance indicators as part of the rolling forecast process. THE PUBLIC SECTOR The legal framework of public sector organisations would probably go on such a system being introduced. As with all alternatives, the success of a particular process depends on the needs of the individual organisation.The alternative of the beyond budgeting model places immense strain on the need for organisational, managerial and cultural changes in order that it may be success richly applied by organisations. This will present considerable behavioural challenges and individual managers might become overwhelmed by the complexity of decision-making in such an unregulated decision-making environment. In the public sector, the budget process necessarily has considerable influence on organisational processes, and r epresents the financial expression of policies resulting from politically prompt goals and objectives.Yet the reality of life for many public sector managers is an change magnitude pressure to perform in a resource-constrained environment, while also being subjected to growing competition. In essence, a public sector budget * establishes the level of income and expenditure * authorises that expenditure, once agreed, out of the planned income * acts as a control on expenditure and income * communicates policies and plans * focuses attention on the future * motivates managers and staff. While these issues may be common with the private sector, a number of issues arise which are specific to the public sector.For example, UK local authorities are baffleed by law from borrowing funds for revenue purposes or budgeting for a deficit. If the beyond budgeting model is to allow greater freedom for managers then it will take a considerable change of mindset in the public sector to achieve t he flexible agenda envisaged, especially where such flexibility would involve considerable and increased delegation to managers. One wonders therefore, from a behavioural perspective, if such managers are capable of making this change, as it would entail the adoption of a radically different approach.Local authority financial regulations also tend to prevent the transfer of funds from one budget head to another (otherwise known as virement) without compliance with various rules and regulations. These rules (expressed in the financial regulations of public sector organisations) will be consistent with the policies of the organisation and are designed to prevent expenditure on items such as permanent staff where such costs would go beyond the budget year and represent a commitment of future resources.Budgets in the public sector tend to sharpen on planning for one financial year ahead. Attempts are being made by UK central government, through the comprehensive spending review, to pla ce an emphasis on the longer-term. However, considerable difficulties exist within the individual organisations that make up the public sector when creating a budget system that reflects longer-term objectives and goes beyond the annual cycle. It also remains to be seen how the relatively new system of resource accounting in central government will fit into the budgeting framework.Traditional methods of budgeting in the public sector centre on the cry system and incremental budgeting. These approaches focus on changes at the margin and by and large reflect acceptance of the budget base from the previous year. This is partly a reflection of the size and complexity of public sector organisations, but also the internal political power of large departments, which protect their positions through their relative strength. Bid systems also minimise conflict, as debate and power struggles are only concerned with the incremental items.More advanced approaches are represented within financia l planning systems, and include such concepts as zero-based budgeting and planned platform budgeting systems with a timeframe greater than one year. Whether the public sector can adapt to the concept of greater flexibility which lies at the heart of beyond budgeting remains a matter of ongoing debate. Such an adaptation would require a mindset which not only moves away from control but also requires a reduction in the internal political power of large departments which has been at the heart of public sector budgeting for many years.The desire to generate improved performance essentially considered the driver for the beyond budgeting model is present in the public sector evidenced in initiatives such as key performance indicators and best value plans. But this is not matched by a desire for the flexibility inherent in the model. In terms of beyond budgeting, managers in such organisations are likely to remain constrained by the inability of their organisation to change. Finally, the behavioral conflicts associated with budgeting are reduced by using flexible budgets when evaluating performance Other factors affecting behaviourDysfunctional behaviour may be caused by the following budgetary problems Budget targets that are perceived by employees as too difficult to attain will result in resentment and a feeling of stress. Budget targets that are perceived by staff as too easy to achieve do not provide a challenge and may lead to a slipshod performance by staff. Managers may experience a loss of autonomy by being hemmed in by the budget and not having sufficient flexibility to use their own initiative. Managers may become narrow minded, focusing only on their own department, and create disadvantages for the organisation as a whole. The emphasis on financial goals to the detriment of non-financial goals may havea debilitating effect on the organisation. Budgetary inactive or sometimes it is referring to budgetary bias, is a common process where implement er intentionally underestimates revenue or overestimates expenses in the tight budget. Managers may attempt to create budgetary slack in three ways. Managers may deliberately underestimate the production or sales budgets potential. For example, the sales budget for the month of July is RM 1 million. If the manager is able to achieve the target budget then the sales budget for the following month will be increases to RM 1. million. Manager creates budgetary slack by undervalue the budget so that the budget for August will be easier to achieve although they are able to hit the tight budget. Manager may also attempt to achieve slack by cost overestimation. They deliberately used more than the budgeted expenditure so that the budget will be increases for the following months. After that they spend less than the budgets to shows that they have improve in their performance. For instance, the cost budget is set to be RM 1 million in January. Then the manager spends RM 1. 2 million in thei r expenditure so that the cost budget will be increase to RM1. million in February. Subsequently, they spend only RM 1. 1 million in March which is RM 0. 1 million lesser than February to prove that they have better performance. Moreover, manager may use up all the budgets to pretend that there is no slack in the recent budget. Manager may waste his extra cost budget on non-essential expenses. Let say the cost budget is RM 2 million for March, the manager will try to finish his allowance although he only spend RM1. 8 million. This may cause by the tutelage of the manager that the future budget will be reduces unless the allowance is fully utilise. Rahman,2011) We see the behavior aspect of budgeting as having particular relevance for knowledge-based companies which are increasingly a feature of a developed economy. Other companies may see specific benefits in such a system, given the quickly changing environment in which they also operate. These changes will not be introduced with out conflict and difficulty due to the challenges faced in introducing change. Such challenges may be beyond the achievement of the public sector, due to the expression in the budget of politically-motivated policies and objectives eveloped within a complex legal and financial framework. What we can say, however, is that if we are to see the successful application of the beyond budgeting model in both private and public sectors, then this must be underpinned by a considerable organisational, cultural and managerial change. Otherwise it is doomed to failure. (John, 1995). References * Brimson, J&Fraser, R. (1991), The Key Feature of ABB, 42-43 * Cantoria. c. s, (2011)Walking Through an Example of Creating a Zero-Based Budget * Gietzman, MB,(1992) The increment and Design of An Activity Based Budgeting System, Initial Experience. Johnson, HT. (1988)Activity Based InfromationA good-for-nothing Print for World Class Management. 23-30 * Johnson, S. (2005), Beyond Budgeting, Retrieved f rom, http//www. acca. co. uk/students/acca/exams/p5/technical_articles/2950520 * Lynn, M. P, Madison, R. L,(2004) A closer look at rolling budgets the challenges associated with an effective implementation of rolling budgets are management challenges, and software technology can only become part of the solution when managers are ready to use it to enhance their decision making * Montgomery,P. 2010) in force(p) rolling forecasts Make sure your projections are high-level strategy and not just a Rehash of the operating budget. (Budgeting/Forecasting). * Morrow, M & Connolly,T. (1991)The Emergence of Activity Based Costing. 38-43 * Randy Myer(2001), Budget on a Roll, Retrieved from http//www. journalofaccountancy. com/Issues/2001/Dec/BudgetsOnARoll. htm. * Rahman, K. A. (2011) The class of Behaviour in Response to Budgeting. * Sargent,Charles W. PH. D. (1995), Zero-Base Budgetingand the library, http//www. ncbi. nlm. nih. gov/pmc/articles/PMC225295/pdf/mlab00085-0055. pdf

Agency relationship Essay

1. INTRODUCTION part is a fiduciary kind created by express or implied contr fleck or by law, in which unrivalled fellowship (the instrument) whitethorn fleck on behalf of other caller (the header) and secure that other companionship by intelligence informations and/or actions. The etymology of the word means or performance says much. The words atomic number 18 derived from the Latin verb ago, agere (the various(prenominal) noun agens, constituentis). The word de bank lines one who acts, a doer, force or top executive that accomplishes things.1 federal office is the exception to the doctrine of privity downstairs the law of narrow.2. LIABILITY OF A brain AGAINST THIRD PARTIESLord Alverstone CJ in THE QUEEN V KANE2 defined an instrument simply as both psyche who happens to act on behalf of a nonher. A confidential information is one who authorizes a nonher to act on his or her behalf as an divisor.The full general rule is that where an broker fixates a consider on behalf of his school brain, the extort is betwixt the star and the tertiary companionship and prima facie at common law, the exclusively person who lavatory accomplish and be sued on the contract is the brain. The component barbels no objurgates on a lower floor the contract, nor does he welcome whatever obligation. Having performed his undertaking by bringing about a contract among his caput and a leash ships attach to, the operator drops out of the picture theater to any outstanding presss in the midst of him and leading.3 The onus is on the person alleging that he bowed into a contract with another person through an means to take the stand that in event the performer was acting as such. Agents of the state can never be face-to-facely unresistant for the states affliction to perform a contrexisting obligation as express in STICKROSE (PTY) LIMITED V THE PERMANENT SECRETARY MINISTRY OF FINANCE4. In law, ingredients are recognized as having the power to affect the healthy rights, liabilities and descents of the point(prenominal). In CAVMONT merchant BANK v AMAKA AGRICULTURAL HOLDINGS5, the Supreme Court held that where an doer in making the contract discloses both the interest and the hangs of the principal on whose behalf he purports to make a contract, the operator as a general rule is not liable to the other contracting party. Apart from having the power to affect the legal rights, liabilities and relationships of the principal, the constituent whitethorn besides affect the legal position of his principal in other ship canal. For instance, he whitethorn jail of the principals property inorder to transfer self-command to a triplet party or he whitethorn acquire property on his principals behalf. Sometimes the actions of the factor may make the principal criminally liable as illustrated in the character reference of GARDENER v ACKEROYD6.The rights and liabilities of principal and agent agai nst ternion parties may take issue according to whether the office staff is tell or covert. The distinction between disclosed and disclosed mental representation is important as it affects the principals exponent to ratify the agents actions. Furthermore, the agents liability to terce parties may depend on whether the agency was disclosed or not. Agency is disclosed where the agent reveals that he is acting as an agent if the agency is disclosed it is of no legal significance that the principal is not charged. If an agent contracts with a third party without disclosing that he is acting as an agent the agency is covert.7 An undisclosed principal can intervene on the contracts of an agent inside his veridical dominance.Where an agent makes a contract disclosing the agency, the mean(prenominal) rule is that a direct contr literal relationship is created between the principal and the third party and either party can sue the other on the contract. It is important to note t hat only a disclosed principal can ratify an unauthorised contract. In KEIGHLEY MAXTED v DURANT8 a principal authorized an agent to buy drinking straw at a accustomed price in the joint names of the principal and the agent. Having failed to purchase wheat at that higher price, the agent bought wheat in his own name at a higher price. The principal cosmos snug with this act purportedly ratified the wheat purchase engagement at a higher price but failed to take delivery of the wheat.The vender indeed sued the principal arguing that the sale contract had been ratified. It was held that the action could not play along because the agents act was unauthorized and since the principals identicalness had not been disclosed to the addressor, the principal could not ratify and consequently was not liable on the contract. Where the principal is disclosed, he and not the agent is liable on the contract and may sue and be sued. In GADD v HOUGHTON & CO.9 Houghton & Co. sell to the buyers Gadd, a quantity of oranges under a sold note which stated, inter alia, that we receive this day sold to you onaccount of pack Morand & Co . and signed Houghton & Co. The seller having failed to deliver the oranges, the buyer sued Houghton & Co for restoration for non-delivery. The action failed, since by the words of the sold note Houghton & Co had distinctly indicated that they were not to be personally liable.They were merely brokers. Lord Mellish stated that where you run across a person in the body of the instrument treating himself as the seller or character, you can say that he intended to bind himself. In SUI YIN KWAN & ANOTHER v EASTERN INSURANCE CO. LTD10 it was held that the doctrine of undisclosed principal applied. Where an agent acts within his actual confidence the undisclosed principal may intervene and acquire the rights/liabilities of the agent. In this case, the agents acted within their actual agency and therefore, the relatives could reclaim from the in surance company.Lord Lloyd summarized the law as follows (1) an undisclosed principal may sue and be sued on a contract made by an agent on his behalf, acting within the ground of his actual authority. (2) In immersion into the contract, the agent must intend to act on the principals behalf. (3) The agent of an undisclosed principal may also sue and be sued on the contract. (4) Any defence which the third party may have against the agent is available against his principal. (5) The terms of the contract may, expressly or by implication, exclude the principals right to sue, and his liability to be sued. The contract itself, or the circumstances surrounding the contract, may show that the agent is the true and only principal.Sometimes the agent contracts with third parties after disclosing the fact, that he is an agent but without disclosing the name of his principal. In such cases, the principal is rim by the contracts made on his behalf. And thus, the principal is liable to third parties for his agents acts done on behalf of the principal. However, such acts must be within the scope of the agents authority, and the unnamed principal must be in world at the time of contract. As a matter of fact, when the agent contracts after disclosing his representative character, the contract will be the contract of the principal. For all such acts, the agent is not personally liable. However, the agent is personally liable if he declines to disclose the identity of the principal when asked by the third parties.11When there is undisclosed agency, the contract is initially between agent and the third party and each may practice the contract against the other. However, if the third party later discovers the principals existence, he may enforce the contract against either the agent or the principal. Provided that the agent acted within the scope of his actual authority, the principal can intervene and enforce the contract against the third party.123. CIRCUMSTANCES WHEN AN AGENT MAY BE HELD PERSONALLY reasonable If an agent continues to act after his authority has been terminated, he may incur personal liability for breach of implied warranty of authority. Sometimes an agent may suffer a potential risk when his authority is terminated mechanically without his knowledge. In the case of YONGE v TOYNBEE13 where solicitors were acting in litigation for a client who, unknown to them, became mentally incapacitated so that the agency was considered to be terminated. However, they keep to litigate for the client and were held liable for their breach of warrant of authority and were ordered to pay the costs of the other litigant.There are triad exceptional cases where the undisclosed principal cannot sue or be sued, by the third party. The first is where the contract between the agent and the third party expressly provides that the agent is the sole principal U.K MUTUAL STEAMSHIP sanction ASSOCIATION v NEVILL14. The second is where the terms of the contra ct are discordant with agency. In HUMBLE v HUNTER15, an agent signed a charter-party in his own name and described himself as proprietor of the ship. It was held that his undisclosed principal could not sue.The third case where an undisclosed principal cannot sue is where the identity of the principal is material to the third party. One such case is where the contract made between the agent and the third party is too personal to permit an undisclosed principal to intervene, for example, contracts for personal service. In the case of verbalize v BUTT16, a theatre critic knew the management of a contingent theatre would not sell him a ticket because of articles he had written. He obtained a ticket through an agent. It was held that the theatre could prevent the principal from launching the theatre. McCardie J said that the critic could not assert a right as an undisclosed principal since, as he knew, the theatre was not willing to contract with him.Even where the undisclosed princi pals existence is discovered, the agent remains liable on the contract and the third party may choose to enforce the contract against either principal or the agent but not both. This is known as the right of election. A third party has an elective right to sue either the agent or the principal where the agent does not disclose the principal. In BOYTER V THOMSON17 the seller instructed agents to sell on his behalf a cabin cruiser under a brokerage and agency agreement. The buyer purchased the boat thinking it was possess by the agents and he was not told that the agents were acting as such nor the name of the owner nor that the owner was not selling in the course of a business although he was aware that the boat was being sold under a brokerage arrangement.The boat proved to be unseaworthy and was high-risk for the purpose for which she was purchased. The buyer sued the seller for damages which were granted. The seller appealed to the House of Lords where goods were sold by an agen t acting in the course of business for an undisclosed principal the buyer was entitled to sue not only the agent but also the principal. Once the third party elects to sue one party, his option to sue the other is extinguished. However, not any action by the third party suggesting action against one party in election for another will be construed as the exercise of the right of election. In CURTIS v WILLIAMSON18, one Boulton appearing to act on his own behalf purchased around gunpowder from the plaintiff. Later, the plaintiff discovered that Boutlton was acting on behalf of an undisclosed principal, the defendant mine owners.Boulton then filed a petition of liquidation and the plaintiff filed an execration in those proceedings in an attempt to recover the debt owed for the gunpowder. However, the plaintiff changed their header and sued the defendant principal. It was held that once an undisclosed principal is discovered the third party may elect to sue that principal and second ly, that the filing of the affidavit against the agent did not prevent the action against the principal. The third party will not be bound by an election unless he has unequivocally indicated his determination to hold one party liable and release the other. The doctrine of the undisclosedprincipal exists for purposes of commercial message convenience, it is important to maintain protections for the third party. In the internet site where the agent has failed to pass the payment to the third party, either the principal or the third party will lose and it seems fairest to place the loss on the principal.194. HOW AGENCY MAY BE DETERMINEDAs the relationship between the agent and his principal is based on accord, actual authority is of prevalent importance. An agent is only entitled to be paid if he acts within his actual authority. If he acts outside his authority he may be liable to his principal. The relationship between the principal and a third party depends on the agents power to bind his principal. However, what is of concern to the third party is the agents unmixed authority as this is what he relies on in the ordinary course of events. There are some(prenominal) types of authority. These are a) Express Authority the agreement between a principal and agent may be express or implied. Express agreement may be made orally, in writing or by deed. In general, if an agent is appointed to execute a deed his designation is by deed called a power of attorney. b) Implied Authority swipes where, although a accompaniment action is not sanctioned by express agreement between the principal and the agent, the principal is nevertheless taken to have impliedly consented to the action or transaction in question.In GARNAC GRAIN CO. v H.M.F. FAURE AND FAIRCLOUGH20 the House of Lords stated that the relationship of principal and agent can only be set up by the consent of the principal and agent. They will be taken to have consented if they have agreed to what amount s at law as a relationship even if they do not recognize it themselves and even if they have professed to refuse it. An agent who has express authority to carry out a position task may also have additional authority to do certain acts incidental to his authorized task For instance, an agent authorized to sell the principals property has implied incidental authority to sign a contract of sale. c) Apparent Authority a person may be bound by the acts of another done on his behalf without his consent or even in breach of an express prohibition if his words or conduct create the impression that he has authorized the other person to act on his behalf.This is described at law as unvarnished agency orauthority or ostensible agency or authority. The distinction between actual and unmixed authority was explained by Diplock L.J. in FREEMAN & LOCKYER V. BUCKHURST PARK PROPERTIES21. Apparent or ostensible authority, is a legal relationship between the principal and the contractor created by a representation, made by the principal to the contractor, intended to be and in fact acted on by the contractor, that the agent has authority to enter on behalf of the principal into a contract of a kind within the scope of the apparent authority, so as to render the principal liable to perform any obligations imposed on him by such contract.To the relationship so created the agent is a stranger. He need not be (although he broadly is) aware of the existence of the representation. The representation, when acted on by the contractor by entering into a contract with the agent, operates as an estoppel, preventing the principal from asserting that he is not bound by the contract. It is irrelevant whether the agent had actual authority to enter into the contract.d) Agents of Necessity A person who acts in an requisite, for instance, to preserve the property or interest of another may be treated as an agent of necessity. His actions will be deemed to have been authorized even if no a ctual authority is given. Like apparent authority, an agency of necessity can arise even in the absence of consent from the principal. Agency of necessity only arises in extreme circumstances where there is actual and definite commercial necessity for the agents actions. The following must be satisfied for an agency of necessity to exist(i) There must be an emergency something unforeseen.(ii) It must be practically unrealizable to get instructions for the principal. (iii) The agent must act bona fide in the interest of the principal rather than to advance his own interests. He must not take advantage of the principal. (iv) The agent must act reasonably in the circumstances.e) Agency arising out of Co-habitation It is debated that a wife has authority to pledge the credit of her hubby for necessities (or vice versa). However, others argue that social conditions now make it old fashioned to suggest that actual or apparent authority should not arisebetween husband and wife.The law recognizes the following as agents even though they do not bear the title of agent22 (a) Company Directors and other company officials being an semisynthetic person, a company has to act through human agents. Then authority to act as company agents is vested in the board of directors. This authority may be delegated to one or more executive directors by the articles of the company to allow him to manage the day-to-day operations of the company. (b) Partnerships as a confederation has no separate legal identity from its members, every partner in a firm is an agent of the firm as easy as all other partners for the purpose of the business of the firm.Thus, a partner who performs an act for the purpose of carrying out the business of the firm, binds the firm as well as the other partners. (c) Employees may be servants working under a contract of service or an independent contractor working under a contract for services. An employee e.g. a shop assistant is the agent of the shop o wner for the purposes of making a contract of sale for the owner. He has the authority to make statements about goods that are binding on the shop owner, his employer. (d) Professionals acting on behalf of clients may be the agents of those clients. E.g. a lawyer conducting litigation is his clients agent and may have authority to settle the case and that closedown will bind the client. Thus the lawyer, not the client, normally signs a consent judgment. Similarly, an accountants agreement or statement to ZRA will bind his client in accordance with agency principles.The relationship between principal and agent depends on consent. If withdrawn, the agency will automatically end, as well as the agents actual authority to bind the principal. An agency relationship may be terminated in the following ways (a) By mutual consent between the agent and the principal.(b) By either party unilaterally withdrawing consent.(c) An agent may have been appointed for a fixed period of time or for a specific task or set of tasks. Once the time elapses or the task(s) is/are accomplished the agency will terminate. (d) By operation of law e.g. if theperformance of the agency relationship becomes illegal (e.g. one party becomes the citizen of an alien enemy) or impossible (where it will be ended by the agency contract being frustrated). Death of either party will also terminate the agency and any contract made between them. If an agent becomes insane, the relationship is automatically terminated. The bankruptcy of either the agent or the principal will also end the agency.23The Effect of Termination vis a vis Third PartiesThe agent may continue to have apparent authority even if actual authority has been terminated. If the principals conduct is such as to suggest to a third party that the agent continues to have authority. Until the principal brings the termination of the agents authority to the notice of a third party, the agent may continue to have apparent authority on the stre ngth of the principals representation. DREW v NUNN24 the principal became insane but his wife, who was his agent, continued to act in his name. When he recovered from his insanity he well-tried to disclaim liability for acts done by his wife during his insanity/incapacity. Held The agent i.e. his wife, had apparent authority and therefore he was bound. However, where an agents actual authority is terminated by the principals death or bankruptcy the agent will automatically cease to have apparent authority.

Business Report of Lenovo Essay

IntroductionLenovo was found in 1984 in Beijing and it is the populations second-largest PC vendor. According to the last official statistic, Lenovo consolidated turnover rate of 146.6 billion Yuan and Lenovo employs nearly 40,000 lot. Lenovo is a well-kn invite national score in China and Lenovo is serving customers in much than 160 countries. In order to expand overseas occupation and access to world-class brand, Lenovo carried erupt an eruditeness of the former IBM Personal Computing Division in 2005. IBM was founded in 1911 in the United States and it is the largest in geological formation technology and military control solutions club in the world, currently has much(prenominal) than 30 million employees in the world, with operations in over 160 countries and regions.The problems experienced by Lenovo concerns the construction of cross- pagan concourses. to the lavishlyest degree of the merger and attainment fail in the post-merger ethnic integration. Lenovo frame up work team up ups for programmeing the future of IBM and developing the new view later acquirement. The results had been shown it uneasy and can fart to the failure of the Lenovos acquisition strategy. At the beginning of the acquisition, heathen differences had non been plentiful anticipated in the acquisition process. And Lenovo wants to remedy the problem as soon as possible to entrust birth IBM acquisition profitable in the next strategy.The report part of the business planSummaryThis report is intended to identify, disembowel and propose whatever solutions to Lenovo to solve the problems nearly teams and root words in the acquisition of the IBM. This report pass on reveal problems associated with team building, provides more than or less possible solutions and evaluates each of these. And, this report allow for describe the impact of heathen differences on the grantment of work congregations. Actually, Lenovo had taken any(prenominal) measures, p recisely it with little success. According to the current state of Lenovo, this report leave alone give some suggestions and solutions to overcome or avoid the conflict caused by heathenish differences and set up efficacious cross-cultural teams. Especially, these solutions are base on literature on the issue. It concludes that it is necessary for the company to establish effective and appropriate measures to rule out the barriers in cross-cultural teams, as absence of this may threaten the companys long-term development.To overcome the problem, Lenovo should take the represent action for IBM survival * Obtain the core values between Chinese employees and American employees by means of an internal survey. * Design an outside(a) training programme for all the employees and curiously for managers. * In corporeal both corporate shades of Lenovo and IBM to create a new corporate tillage. * Every cross-culture team should organise monthly coming upon or periodical mee ting to evaluate the progress of communications and work. * shape some internally non-working activities to create more opportunities for the communication among employees with polar cultural consideration. * Set up the special teams to deal with the problem caused by cultural difference in every cross-cultural team.IntroductionThis section of business plan will introduce the problems caused by cultural differences in cross-cultural teams and give some suggestions to overcome the problems. In the acquisition of IBM, Lenovo aimed more than 10,000 employees and it as well office that Lenovo accepted a very contrastive culture. Lenovo is not only facing the differences between western and eastern culture, but in like manner Lenovo facing the problems of how to integrate the teams with disparate governanceally cultural context. In this report, the recommendations to overcome the problems in cross-cultural teams and congregations are based on the literature on team building a nd cross-cultural team heed.BodyAt the beginning of the acquisition of IBM, Lenovo had taken some measures. For example, in order to both sides can communicate better, the new Lenovo use the international common language English as the official language of the company. plainly cultural integration is a long-term process, which requires companies to devote their time and patience and the communication, compromise between both of high level, and staff in the acquisition. It must not be too hasty. tooshie on the fact of Lenovo, there are three aspects should be sight and improved. Firstly, IBM has a long history and IBM has very high brand a squanderness. In addition to the brand, employees can get the respect for personal values and a comfortable working environs can be provided for employees by the charitable resources services and the improvement of the system. In contrast, Lenovo has a extended gap no field of study the position in IT industry and the strength of themselv es.If some team members uphold the cultural superiority or ag free radical superiority that their own cultural value system better than those members from other cultures or groups, their carriage maybe resulting in the failure of team building because they will be possible to take hate and boycott from other members, even lead to conflict. Because the conflicts caused by cultural differences between team members and individual differences under thence influence, psychoanalysis and identification of cultural differences is necessary. Secondly, communication is the process of exchange and infection of information among people or groups. Because of the multi-cultural background, language and non-language barrier, people lack of sense of each others political, economic, legal, amicable and cultural environment, and the instinct of the customs, values, and so on are antithetic.They are often based on their own situation to bugger off an analysis and judgment on each others in formation, and thus the misconceive and conflict are often obtained. Because of these, design a multi-cultural training and hold a monthly meeting or weekly meeting is necessary. Thirdly, a company has an acquisition of another company means an integration of two different corporate cultures. When the employees of a cross-cultural group are conscious of the different of personal cultural awareness with others, it will be cause the group lost their purpose. establish on the possibility, establish a common business concept and corporate culture is a undecomposed solution to this problem.Establish a new joint management concept and a strong culture based on the environmental requirements and the linguistic rule of the companys strategic development, so that reducing cultural conflict and that each employees thinking and behavior can intermix with the companys operations and purpose. Adopting these recommendations and the actions in summary can demonstrate internal and external com bination of the teams more closely, establish a good reputation in the international market and enhance multinational cultural adaptability. This is the ultimate goal of why Lenovo needs solve the cross-cultural issues of teams and group in the acquisition of IBM. (1077 words)Section 21. What the literature says teams and groupsThe importance of teams and groups for an organisationIn modern society, one persons power, information and resources are limited. Most time people need cooperate with others no matter working or others as Handy (1993) said On average, managers pass away 50% of their working day in one sort of group or other. Senior managers can spend 80%. Although there is no clear and single definition of a teams and groups, there is a staple fibre limited definition by Bennett (1991) a collection of two or more people who possess a common purpose. The formation of an organisation groups in order to achieve the purpose of work more efficiently. An organisation can produc e some different kinds of groups, for example pro forma and informal, LOCO, HICO, teams, etcetera An organisation needs to be aware of their differences and use them as efficiently as possible. There are a lot delicious reasons why an organisation should create work groups.For example, organising effective groups can have some uses for the distribution of work, the management and control of work, problem-solving and decision-making, information processing, information and estimation collection, testing and ratifying decisions, co-ordination and liaison, increased commitment and involvement, negotiation and conflict resolution, inquest or doubtfulness into the past. (Handy, 1993) No matter what kind of a group there is a bottom line is A strong group is usually more powerful than a strong individual and can have a considerable effect on brass sectional policy and practice.(Thomson, 2002) This literature brush up will pay attention on teams main(prenominal)ly. In a team, ever yone plays different role and they have specific function and they working with an heavy principle voluntarily co-ordinate their work in order to achieve group objectives(Bennett, 1991).Building a teamPeople hope they can settle their identity through their membership of certain groups like people plump to local political and pressure groups, for example, because they experience a shared set of values with the other people in the group which reinforces their own values. But, match to Thomson (1997), one reason why people belong to group is social needs. As Thomson & Mabey said some groups will be family or friendship groups, which are formed to meet a diverse be given of needs such as makeion, security, support, belonging or identity. Some may be committees, where members usually represent different interest groups who come unneurotic to discuss their differing perspectives on matters of interest, people should build a team for the work that is highly conglomerate problems, need for consensus decisions and there is uncertainty when a broad range of competences are required.A company is a big group of a lot of people working together, so the managers are responsible to build effective teams or workgroups. After collecting more individual talents, building a team has the ability to use the talents on a united effort and success is very important (Woodcock, 1979). Consequently, the managers should endure how to effectively build a team. In general, the managers must have the fellowship about the five development stages (forming, storming, norming, performing and mourning) in a team or workgroup and they should have an appropriate leading method for themselves (Thomson & Mabey, 1994). Of course, this is not nice for managing a team. The managers need realise everyones advantages and dis advantages in the team and especially the differences of their culture context.Teams and cross-cultural contextIn modern society, business environment developed quickly international. Different cultural members mixed in a team so that the team has powerful ability to solve complex problem. But, individuals from different cultural context must show a different behavior and values in the team. This is because the peoples cognition, thinking, needs, values, code of conduct, customs, etc. are formed in the years of life, work and education. The individual differences caused by cultural differences led to the conflict of the team in the cross-cultural context (Sun, 2012).So, how to make a cross-cultural team working effective is the main responsibility of managers. In a cross-cultural team, there is an important portion is a clear understanding of every one culture and values, and a process of culture. The acculturation process is a mutual exchange of cultural pattern (Olie, 1995). Related to the case of Lenovo, the best recommendation for acculturation is integration. It different with one culture dominate the others, integration is a process of acc ulturation (Nahavandi & Malekzadeh, 1995).Interest for LenovoIn the case of Lenovo, Chinese and American must accept each other for working effectively. But the main problem in the cross-cultural groups is communication. The managers of Lenovo must make everyone in the group understands and adapt to the different culture with some training or actions. And more important is design a politic cooperatively cultural pattern.2. What does the literature say about different cultural contexts and its influence on teams and groupsWhat are culture and its importanceAccording to Hofstede(2003), culture is the collective programming of the mind which distinguishes the members of one group or category of people from another. It related to a group. With a large-scale research study of IBM branches around the world by Geert Hofstede, the culture is considered a compositive project. Geert Hofstede creates a new way to describe culture through five variables power distance, individualism, masculinit y/femininity, uncertainty avoidance and long-term orientation. completely theories have limitations. Although this method created by Geert Hofstede is not absolutely right, it does not affect the theory of Hofstede can analyse one countrys culture as a valuable tool. Contract with the case of Lenovo, the most important effect by culture is Currently only 25% of international mergers and acquisitions in Europe are successful. The price of failure is high. Cultural misunderstanding lead to loss of face, loss of money and, in extreme case, even loss of life (Gibson cited in Naysmith, 2006). If managers do not pay enough attention on the culture, it possibly can cause the failure of the acquisition of IBM.Organisational cultureCulture is not only exists in the countries, but also culture exists in any organisation constituted by people. Based on Handy (1993) said, The role organisation will succeed as long as it can operate in a static environment. A steady cultural environment is nece ssary for an organization get success. At the same time, organisational culture is manageable and it can affects the accession of management, the accepted goals and customer of the society determine and influence that what managers strive for and the rule observed by managers (Stewart cited in Naysmith, 2006). So, the organisation also based on the cultural context of the country. The organisational culture can also measured by the five variables created by Hofstede.(Geert Hofstede, 2001)Influence of culture on teams and groupsIf a company formed by people comes from different cultural country, this company will own a special energy. It is a emulous advantage from a cross-cultural context. But, exerting the competitive advantage effectively is the most important quarrel for the cross-cultural group. Because in a cross-cultural group the members have different working purpose and processes will be revealed. (Maznevski & Peterson, 1997) The effectiveness of work group will be decre ased by the ethnocentrism, stereotypes, different expectations and difference in values. And these negative emotions will produce the anxiety and misunderstanding in-group, even decrease the workers dedication to the company and destroying the group ardor.Interenst for LenovoCross-border mergers and acquisitions not only include the corporate cultural differences of both sides, but also include the cultural differences between the countries of the two sides. Organise some activities or cultural training to make more opportunities for every understanding different culture can eliminate the negative affects effectively.3. ConclusionThis literature review introduces some keys briefly for understanding teams and groups in a cross-cultural context. Firstly, teams and groups are particular important for an organisation. But there are some problems should be solved in a cross-cultural group. The managers is not only should know everyones skill and talent, but also they should know their di fference caused by different cultural context. And some actions can make a good communication between each other for understanding the differences are necessary. Secondly, based on enough association to understand the importance of culture, the managers should eliminate the negative affects of cross-cultural context through some activities or training. And the most important is creating an appropriate organisational culture. It can give the cross-cultural group an approach, so the cross-cultural group can exerts the competitive advantages completely.BibliographyBennett, R., (1991), Organisational Behavior, London M&E/Pitman, pp.145, 154.Geert Hofstede, (2001), Cultures Consequences Comparing Values, Behaviors, Institutions, and Organizations across Nations, Second Edition, Thousand Oaks CA Sage PublicationsGeert Hofstede, (2003), Cultures and Organisations, Intercultural Cooperation and Its Importance for Survival, Soft ware of the Mind, London Profile Books Ltd.Handy, C, (1993), Understanding Organisations (4th ed.), London Penguin, pp.150-2.Maznevski, M. & Peterson, M.F., (1997), Societal Values, Social Interpretation, and international Teams. In C. Skromme Granrose & S.Oskamp (Eds.), Cross-Cultural Work Groups, pp. 61-89, London Sage Publications Ltd.Nahavandi, A. & Malekzadeh, A.R., (1995), Acculturation in mergers and acquisitions, In Jackson (Ed.), Cross-Cultural Management, pp. 328-341, Oxford Butterworth-Heinemann Ltd.Olie, R., (1995), Culture and integration problem in international mergers and acquisitions, In T. Jackson (Ed.), Cross-Cultural Management, pp. 308-325, Oxford Butterworth-Heinemann Ltd.Sun Ziwen, (2012, April 13), Case analysis of the cultural integration in cross-border mergers and acquisitions of Chinese enterprises, Peoples Forum, 356(2), 7.Thomson, R., (2002), Managing people (3rd ed.), Oxford Butterworth-Heinemann, pp.92, 95.Thomson, R. & Mabey, C., (1994), Developing Human Resources, Oxford Butterworth-Heinemann in association with the Institute of Management, pp.177.Woodcock, M., (1979), Team training Manual, Aldershot Gower Press Teakfield Limited, pp.177.

The Great Leapfrog Race

The world is do up of many disparate people. to each i of these soulfulnesss fall into a category, whether it be judged by their grammatical grammatical gender, the sports they play or the bands they listen to. For each diametric phratry, we gift certain expectations for the people in them. The recital, The Great Leapfrog Race both reflects and challenges gender and twelvemonth expectations. The Great Leapfrog Race, goes against the patriarchal western view that work propel argon skipper to women. The idea that men are the ascendant force has been widely accepted in civilized cultures, and has barely now, everywhere the last(prenominal) couple of decades, has it been challenged.In The Great Leapfrog Race, this is reflected when the effeminate, Rosie, beats the male, Rex, in a game of leapfrog. It is repeated again when the author writes that Rosie whipped every boy she fought. This shows that she is the pucka of the group, and so is the dominant force. However this does not mean that the boys accept it. The floor reads that it was very humiliating to be hurt by Rosie, and so the commentator assumes that these boys have been brought up with the patriarchal view that men are passe-part step up to women.The gender expectations in this instance have been challenged by the story. The writer has compose this story, presumably from his own experience. This would infer to the reader that he was brought up in a feministic environment. The general feeling of the story stands to prove this. Although we have no information on the author, the use of gaps and silences in which we feign our own assumptions, maneuver the reader to believe that his own influences in growing up, have had some(a) bearing on this story.The author may have been brought up in a single sex home, most likely to be female his grow may have left when he was a sister or he may have been taught to treat females as equals by means of some other means. No matter how, it st feveri sh shows the author reflects his experiences and his gender expectations into the story. There are three main linees in society. Upper score consists of kings and queens and other royalty such as presidents and sultans.Middle part is composed of bureaucrats, and the running(a) folk is comprised of cleaners, labourers and other lower come apart citizens . Each of these classes are defined by money, success, or job status. All of these different standards were invented by society to unofficially class everybody into their importance in the world. Rosie comes nether the latter category of on the job(p) class, as her father is a bricklayer. some other way that we recognise that she is work class is by the language utilise to describe Rosie.In the first paragraph, she is say to be a heavy little Irish kid who wore a turtle-neck sweater, usually red. This suggest that she either did not care much for her manner, or was used to sacking without pretty dresses and vesture that other children her age would like and normally wear but that her father could not afford. The story also says that they lived in slum neighbourhoods which are much portrayed as the beginning for much violence and crime. Society perceives children from working class families as being able to hold themselves, and being streetwise.Kids from the slums make from a young age that this is the sort of world they are going to live in for the rest of their lives. These are the children more likely to shoplift and break into houses because their parents jobs do not provide for them as well. Girls from these sort of neighbourhoods are expected to be dirty and impolite, whereas middle class girls would turn their prise up at such antics as playing leapfrog and would much pick out play with their Barbie dolls than play with a group of filthy little boys.It would be a contradiction of our class expectations for Rosie to be concerned over her appearance or how many kids Barbie and Ken have, be cause of her status as a working class girl. This story reflects societies views on class expectations of the working class, by allow Rosie be a tough little girl, not someone socially adept or worried over how long her nails were, but only interested in rough and tumble tomboyish activities as is expected for working class girls. Rex Folger comes from a middle class family.This is obvious from the first outcome his character enters the story. The story states that he was a natural born leader, he had beaten all the boys in the neighbourhood without any noticeable ill feeling, pride or ambition, and he was also a powerful and superior boy. All these things suggest, as well as the fact that he was from Texas, one of the southern states of the USA, notorious for its uppity behaviour, that he is a middle class child. He has all the natural ability that a middle class child should have.Politeness was one of his strong points, even the other boys in the neighbourhood had to give him th at much. After a fight started between Rex and Rosie, he declined to hit her as he was taught that hitting women was the equivalent of boxing his mother. That is another(prenominal) example in itself of him being middle class, as he said he was taught this rather than he believed it, which shows his educational ability off, at the very(prenominal) time as not really showing him his real feelings on the subject.This story gives off a realistic picture of middle class society and what we expect of them, using Rex as a symbolic infix for the majority of the middle class. The female is seen as a lower class compared to the male as we established earlier. The patriarchal ideology is that males are dominant and logical whereas females should be timid, emotional and passive. In the story, the boys of the neighbourhood feel bad that Rosie is the one doing the dirty work so to speak and teaching Rex a lesson, when they believe that it is a mans duty to do such things.The background of the reader influences whether you sympathise with Rosie or Rex in the story. The readers views on certain issues including women in political relation and equal rights stern have an impact on their yarn of the story. By leaving gaps in the storyline, the person reading the story is left to make assumptions based on their knowledge and experiences and so each reader willing most probably read the story differently, therefore, each person reading it will have their background somewhere influencing their thoughts on the subject.This demonstrates how each persons individual views reflect societies opinions through the story. The Great Leapfrog Race is a very provoke story about a little Irish tomboy, working class child named Rosie Mahoney. It tells the story of a little girl who beats the overbold kid-on-the-block, big bully Rex Folger, in a game called leapfrog. But the story isnt as simple as that. It also has a deeper meaning. It reflects society.Societies attitudes towards differ ent people, from different classes and genders. It challenges the patriarchal ideology by letting female triumph over male. It uses all sorts of techniques to make the reader see that not everything that society sets out in its unofficial guidelines are correct. Roles can be reversed and women can prevail over men in many circumstances. This story reflects as well as challenges society views on gender and class section expectations.