MBTI Personal Statement Example | Topics and Well Written Essays - 500 words

MBTI - Personal Statement Example I have a good sense of responsibility whenever environment I am. I consider myself successful in the sense that I accomplish whatever goal I set. In terms of supervision, I can work under very minimum or no supervision at all. I possess a self-initiative and self-driven morale that keep me going and achieving my objectives. I am an optimistic self-reliant person who has good analytical and organizational skills. I am slow in thinking due to my perfectionist nature of doing things. I tend to waste time during preparations than focusing on time factor. My natural character of thinking rationally affects other decisions which are not meant to be thought in the same perspective of thinking. My sense of responsibility tends to differ at certain points and become a weakness because I prefer an impeccable work therefore tend to supervise others a lot to meet my demands. Through my strong attachment to my responsibility I tend to go berserk, through assumption of more responsibilities than I manage. My kind hearted nature, trying to help out with possible solutions to their approach to difficulties, some consider it as an interference to their rights and private life I would fit in a series of job description given my personality attributes and competence. My strong social and sense of judgment highly recommends for social and interactive jobs like Business Administrator and Sales Executive. Some other possible careers are; System Information Analyst, Internal Auditor, Manager at a customer service, and lastly as a Marketer. This test helps me identify strong points; preference of extrovert over introvert by 56%. Strong judgments over perceiving by 78% are qualities that boost my personality to work with others comfortably. On the other hand, this test helps me to know my non-redeeming qualities; I have a moderate preference of Intuition over sensing by 38% and moderate preference of thinking over feeling by 25%. (Jung’s & Briggs,

The relationship between executive remuneration and corporate Literature review

The relationship between executive remuneration and corporate performance - Literature review Example At a normative level, the managers are expected to align their personal goals with that of the shareholders and aim toward maximising their values (Chaubey and Kulkarni, 1988). Many of the studies have identified that managerial compensation is linked with the firm’s performance, which is a critical factor in the maximization of shareholders value. The managerial compensation includes base salary, deferred compensation, perquisites and cash bonus. This paper deals with the literature review related to the relationship between compensation of the executives and the performance of the firm. Executive Compensation and Firm performance The advent of the â€Å"new economy† industries is a recent phenomenon and not much literature is available which concerns the relationship between performance and pay. Anderson, Banker and Ravindran (2000) have used simultaneous equation model for estimating the performance of the firm and compensation of the executives in the information te chnology industry and has found evidences that suggest that the share of both pay and bonus increases with the performance. Along with this, the study also suggested that the extent of incentive pay and the level of pay are responsible for positively affecting the performance of the firm. ... The performance of the firm and its size serves as determinants of the pay, which has been suggested by a standard empirical model based on CEO compensation. The firm size is the component that measures the managerial discretion. The compatibility of managerial incentive is indicated by the performance of the firm. The literature related to the compensation of the CEO lacks consensus with respect to the appropriate functional specification. The research scholars like, Coughlan and Schmidt (1985), Hall and Liebman (1998), and Gibbons and Murphy (1992), prefer elasticity specification where the change in or level of the log of executive compensation is linked to the change in or level of log of the firm performance. A different approach has been taken by Jensen and Murphy (1990). They had used sensitivity approach that had linked the change in the compensation level with the change in the performance of the firm. These specifications imply that the relationship between the firm’ s performance and the compensation of the employees is contemporaneous only. This signifies that one-time increase in the performance leads to an increase in the compensation of the executives within that period of time. These specifications help to remove the fixed effects related to the firm. In other words, it omits the consistent effect of the time invariant factors such as, the diverse personal characteristics of the CEO, which otherwise might have diverted the estimation of the pay related to performance relationship. A wide spread interest and media attention had thrown light on the pay packages of CEOs in United Kingdom (UK). Eruption of public indignation was seen for the first time in 1995

Identify And Describe Types Of Business Entities Business Essay

Identify And Describe Types Of Business Entities Business Essay Business can be defined as an organization that provide goods and services to others, who want to do or need them, when people think of business careers, they have to think of job in large wealthy corporation, there are wide verity of career areas in business line. Definition of business Entities: Business Entity is an organization that possesses a separate existence for tax purposes. Some types of business entities include corporations and foreign corporations, business trusts, limited liability companies, and limited partnerships. Types of Business Entities; A business entity is the vehicle  a person or group of people use to carry on a trade or activity. There are fore main type of Business Entities, sole trader partnership limited liability partnership limited liability company reference:- http://www.completeformations.co.uk/companyfaqs/business_entities/types.html Business entities are the things that are stored and maintained by a business component, such as customers or orders. It may be helpful to think of business entities as the nouns in the application. Entities always contain data, and may contain processing capabilities that can act on that data. Each of these business entities has its own particular benefits and its own set of drawbacks, such as limited liability ease of set-up and the level of bureaucracy, which is required to run them When choosing a form of business entity, compare the tax, liability and management impacts of a sole proprietorship, corporation or flow through to see which will work best for your arts / crafts business. Reference:-http://artsandcrafts.about.com/od/startingyourbusiness/tp/compareentities.htm Note; The structure your business assumes is important in determining your limitations and liabilities. Depending on the type of structure you choose, additional paperwork may be necessary to establish the business, may your accountant help you to decide what type of business structure best fits your needs. Q2) Describe the Accounting Process in the terms of a) Recording b) Analysing c) Interpreting Financial Data Ans: Accounting Process: Accountings process is an overview of the step of the accounting cycle, beginning with a transaction and ending with the closing of the book and reversing, book keeping is the actual recording of the companys transaction, The recording process in accounting is the process of summarizing, classifying, and recording analysed transaction data in the journal in a systematic and chronological order and posted those to the ledger. The process of Recording transction in the journal is call journalizing. http://wiki.answers.com/Q/What_is_the_recording_process_in_accounting When the accounting process is complete a set of financial statements is issued. Financial statements are crucial for investment decisions, tax assessments, and conflicts resolution, Analysing a transaction grant reliance and relevance to the financial information, accounting information must be reliable and relevant, When analysing transactions the following questions should be posted and answered: 1) what are the accounts involved in a transaction? 2) What are the classifications of the accounts involved? Are they Assets, Liabilities, Owners Equity, Revenue, or Expense accounts? 3) Are the accounts increased? 4) Are the accounts decreased? http://www.bellaonline.com/articles/art48482.asp Business transactions are events that have a direct economic impact on an entity and are expressed in terms of money. Interpreting performance of the business to the management and its owners, The purpose of financial accounting statements is mainly to show the the financial position of a business at a particular point in the time and show the how the business is going on, Financial information is always prepared to satisfy in some way the need of various interested parties, The process by which accounting information is collected,reported interpreted and and actioned is called finacial manegment, Q3) Explain the term Accounting and the 3 purposes discussed earlier Ans:- Accounting is a business discipline that allows companies to record, analyse and retrieve critical financial information that can be used to determine a companys financial status and provide reports and insights needed to make sound financial decisions, The primary purpose of accounting is to identify and record all activities that impact the organization financially, that will help the various external and internal parties of the business to appraise the profitability as well as the solvency of the business. The three main financial statements that are prepared for the purpose of accounting information are as follows http://www.ehow.com/about_4679149_purpose-accounting_. Him There are three purposes of accounting, the first one is to make sure the that all you have everything that you need to run a successful business that include that you have the right stock, which is recorded its means keep stock the business, The second purpose of accounting is for score keeping its meaning is to make sure the business has the right stock to make profit,,, Third purpose of the accounting is to analysing the information about the business profit and lose, to help the business direct area, where is the best profit can be made, For example; to buy the things that sale the most to make the business profit The above three purpose of accounting are important to run your Business, Q4) Describe the range of Organisational Structures Ans: Organisational are a variant of types of Entities. An organization can be structured in many different ways and styles, depending on their objectives and ambience, Organizational structure allows the expressed allocation of responsibilities for different functions and processes to different entities such as the branch, department, and individual. Individuals in an organizational structure are normally hired under time-limited work contracts or work orders, or under permanent employment contracts or program orders. Director Manager Assistant Manager Front Line Staff Main Staff For example another diagram. Board of Director Chief Executive General Manager Financing Manager Front Line Staff Finance Administration General Line Staff This is a diagram about organisation and structure in business. Q5) Explain the importance of budgeting Ans; Importance of Budgeting. You dont have to over spend, to keep control of your finance shows that you dont over spend. If you spend you going to debt, it means business loss. So you have to control your budgeting in business. It also has record keeping that records how much money you have. If you dont control budgeting your business will not grow successfully. It is also to keep better control of all your finances so that you can buy the right amount of stock which will earn the business a better profit and keep the business going for longer. It helps to keep agreements on all your money for longer periods, for example if you keep a budget plan for 5 years then you have control of not spending the profits that you make. End of assignment

In ken keseay’s one flew over the cuckoo’s nest a psychiatric ward beco

In ken keseay’s one flew over the cuckoo’s nest a psychiatric ward becomes a metaphor for the oppressive nature of society In ken keseay's 'one flew over the cuckoo's nest' a psychiatric ward becomes a metaphor for the oppressive nature of society. This symbolic novel relays the story of an inmate standing up against the powerful forces that operate a mental institute. This novel represents more than man vs the institutions. The novel compels us to think about just how thin the line is that separates insanity from sanity and treatment from control. One flew Over thee cuckoo's nest represents a heroic struggle of personality against an institution of mindless conformity. Change becomes relevant in each character in the ward all through the influence of mcmurphy. The central character chief bromden experiences a remarkable outbreak as mcmurphy brings him out of his shell. Chief bromden is a paranoid schizophrenic as well as the narrator of the novel. Kesey uses the mental hospital as a metaphor for the oppression he sees in the modern society. This makes us questi...

Stefan’s Diaries: Bloodlust Preface

And the TV series developed by Kevin Williamson & Julie Plec Tis now the very witching time of night, When churchyards yawn and hell itself breathes out Contagion to this world. Now could I drink hot blood And do such bitter business as the day Would quake to look on. –Hamlet, William Shakespeare Preface The poets and philosophers I once loved had it wrong. Death does not come to us all, nor does the passage of time dim our memories and reduce our bodies to dust. Because while I was considered dead, and a headstone had been engraved with my name, in truth my life was just beginning. It was as if I'd been asleep these many years, slumbering in the darkest night, only to awake to a world that was brighter, wilder, more thrilling than I'd ever imagined. The humans I used to know continued their lives, just as I once had, spending their finite days going to the market, tending the fields, stealing secret kisses when the sun went down. They were merely shadows to me now, no more significant than the frightened squirrels and rabbits that scampered in the forest, barely conscious of the world around them. But I was no shadow. I was whole–and impervious to their worst fear. I had conquered death. I was no fleeting visitor to the world. I was its master, and I had all of eternity to bend it to my will.

Japanese Management System Essay

  Management Styles Corporation management is necessary for an institution to survive during times of change as it is the role of management to provide a plan of action, leadership and delegation of authority. Management structure ensures growth will be maintained for the organization and that the corporation will continue to function. Multiple styles of management are determined by who has the responsibility for the delegation of responsibility for decision-making as well as the degree of participation in the decision-making processes across the company. In general, management systems appear to be impacted upon by the aims of the corporation, the magnitude of the organization and the cultural context the organization operates within (Kim, pp. 538-39). Optimal management style is essential to a corporation as the style used will determine how the institutions processes are organized, as well as how efficiently employees will work cooperatively or in competition with each other. Work experiences such as employee cooperation, corporation leadership and employee loyalty to the company will be dependant on the style of management used by the corporation. As such, it is important for different nations to develop human resource management practices that reflect their local circumstances and socio-cultural, political and economic situations. For example, some Asian nations such as South Korea, Taiwan and Japan have adopted a HRM strategy that is grounded in Confucian values of respect for the family foremost, and an emphasis on obligations to the collective (Rowden, pp. 163-64). Japanese Management System Japan is a democratic nation and has a highly refined and formalized culture that is in many ways restrained. The work ethics of Japanese business appears to focus dealing with work pressures in ways that are remarkably different to those of western industries. This is due to the lifetime socialization of Japanese citizens to think in terms of the collective, and behaviours that resemble individualism are highly discouraged. One way to ensure that its people conform to the practice of â€Å"maintaining face† is by the use of ostracism to disengage the non-conforming individualist from the group. Hence, team work and cooperative practices are very salient within the Japanese society. Especially, employees work with a high commitment to their organization, and also display a commitment to the economic welfare of their nation. The Japanese legal system maintains the labour standards that currently exist, a principle one being lifetime employment. Although some employees would prefer a different system to lifetime employment, the ingrained cultural management means that the practice is likely to remain. In fact the government and industry work together most cooperatively. The overall aim of the nation and its industries appears to be steady and continuous growth rather than a focus on profits, shareholder interests are secondary, and investors appear to be content with making minimal profits as long as growth is the focus. The form of management appears to be quite paternal and authoritarian (Mroczkowski, pp. 21-22). Japan tends to be very authoritarian in management style, and so there is little dispersion of power sharing across the company. Redundancy does not seem to be a concern for employees, as lifetime employment ensures that they are receiving a wage at home or they are relegated to another part of the company. As part of lifetime employment the homes of employees may likely be owned by the corporation that they work for. Employees tend to go on leisure trips as a group. Many areas of employee’s lives are influenced by the corporation that they work with. This is one of the ways conformity is expected. There is an emphasis on a team-oriented approach to corporate running. This incorporates Common and consistent goals, Organizational commitment, Role clarity among team members, Team leadership, Mutual accountability with the team, Complementary knowledge and skills, Reinforcement of required behavioural competencies and shared rewards. It s expected that such approaches fulfil the familial and community need that there is a gap present in today’s society, and so the company can fulfil a basic human need. Kaizen   The Japanese style of management is clearly characteristic of its collectivist cultural background. Foremost, the most prominent characteristic of the Japanese corporation is that it is family like in quality. As such, the Japanese corporation can be described as an â€Å"entity† firm, in contrast to a â€Å"property† firm. As an entity, the corporation functions as an institution in that it is maintained across time and has an identity of its own, that is separate and non-dependant on the employees and managers who work within it. This system of corporate governance has existed by way of lifetime employment, seniority of wages and promotion, as well as enterprise-based unions. Lifetime employment is characterized by management being primarily of employees who have spent their entire career within the firm. In this way the seniority wage system could be utilized as a promotion process by way of seniority of age and on the job task ability. Performance merit remained and rivalry was highly dependant on ones ability to cooperate with others (Bamber, p. 303).    What Is The Japanese Management System? This segment sketches the chief management practices that are mostly agreed to have applied in Japan until now, at least in large corporations in the manufacturing sector. As we shall notice afterward, the system as illustrated here is currently experiencing significant amendments. Employment and Personnel Practices Amongst many prominent features of the Japanese management structure, one is the lifetime service. The expression is, however, something of a misnomer and is better expressed as enduring employment with a particular firm. In comparison with much western practice, large firms in Japan aim to sign up all their employees, both blue and white collar, directly from the learning system. ‘Regular’ workers enter the firm at its minor levels and are then projected to keep with it for the rest of their operational lives. Though some movement between firms is bearable, this is generally restricted to immature employees at the start of their profession. Apart from this, there is an indulgent between employer and employee that to depart the firm amounts to a severe contravene of mutual commitment. This system is self-maintaining because large firms hardly ever enlist personnel from other corporations. Once the preliminary ‘exploration’ phase is over, employees cannot leave without rigorously damaging their profession prospects. To westerners, life span employment seems perplexing, not least because it appears to restrain a firm’s capability to amend its employment costs in response to varying business surroundings. But the system is underpinned by the use of transitory workers who can be laid off as the need arises. Lifetime service is therefore far from worldwide in Japan, even in large manufacturing companies. Furthermore, women are expelled from the system. Some approximations have indicated that only 40 to 60% of those functioning in large firms and trading houses are covered by lifetime employment (Coad, pp. 314-16). New employees are given exhaustive technical guidance plus a more general orientation into the firm’s culture covering such subjects as its history and values. Additional training is offered during each step of the employee’s livelihood, and is anticipated to be taken very sincerely. For example, upgrading to better levels may depend on successful completion of the firm’s encouragement examinations. Job-rotation is another major trait of Japanese management approach and is not limited to ground levels and carries on all the way through an employee’s live of business. Besides rewards of job-security, pay and position, Japanese firms offer a broad range of safety benefits. These may consist of financial support with housing and schooling, medicinal facilities, free transportation and social conveniences. Retirement profits are, however, insufficient by western principles. As with life span employment, welfare necessities express the paternalistic relationship among employer and employee, although momentary workers are not permitted to obtain these benefits. They are also disqualified from membership of the organization union.   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Finally, the Japanese policy to decision-making involves wide communication and discussion. Suggestions for change are disseminated within the organization and intricate attempts are made to secure agreement from the parties that are likely to be influenced. Ideas for enhancement to operating actions are encouraged from underneath and are considered at every stage until an agreement is completed (House, pp. 6-7). Taken collectively, practices such as lifetime service, constant teaching and job-rotation, seniority-based pay and sponsorship, wide-range welfare necessities, and agreement decision-making provide centre employees with employment sanctuary, non-stop upgrading in pay and status over a long period, extensive all-encompassing safety benefits, proficiency development through training, and a grade of contribution in decision-making. In return, employees are predicted to display full commitment to their job and to their company. Japanese Management in Japan The well-known advocates of learning from Japan be predisposed to assume that Japan’s employment and personnel practices and the Japanese management style were the foremost causes of the success of large firms, and hence of national success. Although Japan’s economy has been triumphant, its industry has not been uniformly so. Industrial and hi-tech competitiveness is one of the burning current issues in Japan. Japan’s dominance in manufacturing has been displayed chiefly in the mass-production and high-technology industries. This could signify that firms in less successful industries have not applied the employment and personnel practices of Japanese management in the way that those in flourishing industries have (Grein and Takada, pp. 19-20). But an alternative and more reasonable possibility is that these practices are less important to success than has been assumed. Conclusion Yet, the Japanese management system should not be conceptualized as if it is composed only by practices within firms. Japan’s system of ‘alliance capitalism’ comprises commonly supportive networks of industrial and financial firms and relations with government which play a momentous role in the economy’s operation.   Theorists argued that Japan’s system is adjusting to new conditions but that its basic model of corporate governance, struggle and employment remains largely intact. So even if the personnel practices practiced by large Japanese firms are uniting with those of the Western States, Japan’s overall management system looks likely to retain its pre-eminent character. Works Cited Bamber, G. and Leggett, C. (2001), â€Å"Changing employment relations in the Asia-  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Pacific Region†, International Journal of Management, Vol. 22 No.4, pp. 303. Coad, A.F. (2002), Not everything is black and white for falling dominoes, Leadership and Organization Development Journal, Vol. 21 No.6, pp. 314-16. Grein, A.F. and Takada, H. (2001), â€Å"Integration and responsiveness: marketing strategies of Japanese and European automobile manufacturers†, Journal of International Marketing, Vol. 9 No.2, pp.19-20. House, R. (2002), â€Å"Understanding cultures and implicit leadership theories across the globe: an introduction to project GLOBE†, Journal of World Business, Vol. 37 No.1, pp. 6-7. Kim, J. (2000), â€Å"Perceptions of Japanese organizational culture†, Journal of Managerial Culture, Vol. 15 No.6, pp. 538–39. Mroczkowski, T. and Hanaoka, M. (1998), The End of Japanese Management: How Soon? Human Resource Planning, Vol. 21 No. 3, pp. 21-22. Rowden, R.W. (2002), â€Å"The strategic role of human resource management in developing a global corporate culture†, International Journal of Management, Vol. 19 No. 2, pp.163-164.