Financial Reporting & Analysis Coursework Example | Topics and Well Written Essays - 1500 words

Financial Reporting & Analysis - Coursework Example The researcher of this coursework describes the subject of the conceptual framework in financial accounting as well as on an evaluation of whether the criticism, that is leveled on the conceptual framework for failing to fulfill its main objective depends on outlining the main objectives of conceptual framework and comparison with what is undertaken in the field by the practice. The analysis depends on actualizing that the conceptual framework financial accounting concurrently reflects, represents, mirrors, or measures the normal feature of the pre-existent economic reality. The conceptual framework can further be analyzed in terms of the evaluating the accounting principles, inherent concepts and enhanced or entailed focus of general function financial reporting elaborated in the Conceptual framework. The main idea behind the introduction and development of the conceptual framework lies in the provision of the structure for creating accounting standards that act as the main or sole center for resolving emergent accounting disputes. In conclusion, the researcher sums up his study and opinions and states that the criticism of a conceptual framework for being a failure and not satisfying its purposeful roles is hence notable and real. Lack of certain rules in the frameworks denies the essential regards desired for control of the professional. The framework, hence requires a streamlined approach aimed to mend the framework that would create a real economic approach that is healthy for the accounting profession in entirety

Billing system Essay Example for Free

Billing system Essay The Information Flow Model (IFM) is used to understand the sources and destination of information flow, which is required to execute the business process as shown in Figure 3.5. In IFM, information or data generators and processors are brought together to explain the flow. This could be documents, e-mail, or voicemail. The contents of the flow could be text, images, or diagrams. The purpose of the flow is to take the process further to its logical conclusion. For example, a customer order is to be processed for delivery or to be rejected, and necessary data or information input has to be provided progressively in the process. IFM is generally a high-level model showing main flows, internal flows of information from sources, such as product catalogs, and manufacturing schedules. Customer profiles and accounting information are not shown. These are presumed to be present. In an information flow model, each processing stage is described as one of the following stage classes: 1. Data Supply Ââ€" where data suppliers forward information into the system. 2. Data Acquisition Ââ€" the stage that accepts data from external suppliers and injects it into the system. 3. Data Creation Ââ€" internal to the system, data may be generated and then forwarded to another processing stage. 4. Data Processing Ââ€" any stage that accepts input and generates output (as well as generating side effects). 5. Data Packaging Ââ€" any point at which information is collated, aggregated and summarized for reporting purposes. 6. Decision Making Ââ€" the point where human interaction is required. 7. Decision Implementation Ââ€" the stage where the decision made at a decision-making stage is executed, which may affect other processing stages or a data delivery stage. 8. Data Delivery Ââ€" the point where packaged information is delivered to a known data consumer. 9. Data Consumption Ââ€" as the data consumer is the ultimate user of processed information, the consumption stage is the exit stage of the system. Data moves between stages through directed information channels Ââ€" pipelines indicating the flow of information from one processing stage to another and the direction in which data flows. An information flow model is represented by the combination of the processing stages connected by directed information channels. Once the flow model has been constructed, names are assigned to each of the stages and channels. An information flow model can be used to identify the source of a data quality problem. The effects of a data quality problem might manifest themselves at different stages within an information flow, perhaps at different data consumption stages. However, what may appear to be multiple problems may all be related to a single point of failure that takes place earlier in the processing. By identifying a set of data-quality expectations and creating validation rules that can be imposed at the entry and exit of each processing stage, we can trace through the information flow model to the stage at which the data quality problem occurred. Fixing the problem at the source will have a beneficial effect across the board, as all subsequent manifestations should be eliminated!

MIND Charity Analysis Expansion Plan

MIND Charity Analysis Expansion Plan Evaluation of MINDs Internal and External Environment in  Light of Its Expansion Plans The aim of this report was to analyze the internal and external environments of MIND in relationship to its expansion plan. MIND is one of the leading mental health care providers around the UK and wanted to provide special services to domestic violence victims from the London Borough of Camden. There are various internal factors that determine the success of the organization. These factors include the management, the employees and the investors while the external factors include the government regulations and natural causes. Others include political, economic, ecological, socio-cultural and technological issues. MIND could proceed with its expansion plan but it needed to establish networks on the ground beforehand, carry out more extensive research and legally prepare itself for the launch in the area. Introduction In this report, the first part present the internal environment of the MIND containing the corporate governance, mission and vision statement , stakeholders and analysis organizational structure of MIND . The second part describe evaluation and analyses of the external environment of MIND followed by conclusion and recommendations on how the MIND should manage its enlargement to succeed a professional service in the London borough of Camden . MIND is a mental health charity in the United Kingdom that provides counsel and support to empower mental health patients by carrying out campaigns on service improvement, creation of awareness and promotion of understanding of the mental health issues in the UK.       An organizations corporate governance, mission, stakeholders and vision are the most important aspects of the organization. They are the ones that provide the management with the direction and guidance with respect to what to do when, where and how in order to maintain the public image and performance of the organization (Bartkus Glassman, 2008, p.207). MIND is alive to this facts and that is why it has these important organizational fabrics in place. These form the internal environment of the organization. Stakeholders of MIND Stakeholder refers to an individual or a group of individuals that have justifiable interest in an organization and can either be affected or affect the organization. Stakeholders can be classified as either primary or secondary (Menassa Baer, 2014, p.207). Primary stakeholders refer to individuals or groups that are directly affected by the decisions of the organization and they include investors, strategic customers and employees. Secondary stakeholders on the other hand are those with indirect interests in the organization and they include associations, the media, competition, government and customers (Menassa Baer, 2014, p.208). Stakeholders can also be classified as either internal or external. Internal stakeholders are those within the organization including managers, board of trustees, employees and investors while external stakeholders include individuals or groups that are not within the organization itself but affect or are affected by the operations and performance of th e organization and they include suppliers, regulators, consumers and investors (Menassa Baer, 2014, p.210). The internal stakeholders of MIND include the donors, the Council of Management, Trustees, employees and other investors. On the other hand, the external stakeholders include the suppliers, people with mental health problems and their close families for instance their spouses, government regulators like the Charity Commission, competitors such as SANE and donors. Corporate Governance of the MIND Youssef (2010, p.1) defines corporate governance as a system of practises, processes and rules on which a companys management bases their management functions of planning, controlling, directing and coordinating. It encompasses the process of striking a balance between the interests of the various stakeholders which include the management, the shareholders, the suppliers, the customers, the government, financiers as well as the community. It addresses the issues that emanate from the separation of ownership and control while establishing a distinct relationship between the managers and shareholders of any organisation. Harford, et al., (2012, p.108) state that corporate governance provides a scaffold for achieving the objectives of the company thus comprising every sphere of management including action plans, internal controls, corporate disclosure and measures of performance. The corporate governance framework for MIND is founded on the Board of Trustees which is referred to as the Council of Management and aims at ethical management and transparent use of donations as the MIND is a charity organization that relies on donations for its activities. The MIND President is in charge of the day-to-day running of the organisation and reports to the Council of Management (MIND, 2017b). The president is regarded as the organisations figurehead and primary emissary in charge of promoting the organisations courses. The MINDs president is the embodiment of the organisations credibility, values, authority and trustworthiness (MIND, 2017b). Mission Statement of MIND A Mission Statement is a written statement of declaration that describes an organizations central function, markets and competitive advantage with an unchanging focus over time (Cady, et al., 2011, p.63). Mission statements serve to sieve what is important to the organization and what is not while clearly stating the organizations target markets and how they will be served while communicating a clear sense of direction to the organization (Cady, et al., 2011, p.63). MINDs mission is providing advice and support while empowering individuals with mental health problems (MIND, 2017). Additionally, the organization pushes for service improvement, creation of awareness and promotion of understanding. Vision Statement of the MIND According to Cady, Wheeler, DeWolf and Brodke (2011, p.63), a vision statement refers to a description of what a firm yearns to achieve in its mid- and long-term future in the form of mid-term and long-term goals. Vision statements act as comprehensible guide to selecting current and prospective courses of action. The vision statement of MIND is that the organization wont give up until everyone with mental health problems is accorded support and respect (MIND, 2017). Organizational Structure of MIND The system with which an organization uses to establish a form of structure and hierarchy within its management is referred to as an organizational structure (Dees, 2012, p.232). An organizational structure has clear-cut and definite job descriptions within the company and where each of the job levels are supposed to report. This structure is created to determine the way in which the firm operates and helps in the attainment of the organizational goals for purposes of future growth. The structure is often exemplified by an organizational chart. There are different classifications of organizational structures with each classification depending on the classifiers school of thought (Dees, 2012, p.233). The most common organizational structures include the functional, divisional, traditional hierarchy and matrix organizational structure. The organizational structure at MIND is divisional. In a divisional organizational structure, the leadership of the organization is structured according to the various projects, geographical territories, products, or a combination of several of these. This structure is synonymous with large organizations that either operates in a large geographic area or has several separate smaller firms operating semi-autonomously under the umbrella group to cover different market segments, product ranges or service types (MIND, (2017c). At the peak of MINDs management structure is the Council of Management whose functions include acting as trustees to the charity and directors of the company. However, the organization also has a subsidiary called the MINDs Matter Limited which deals in the organizations trading activities. Additionally, the charity has other connected trustees including the Elliott Charity and the Mary Hemingway Rees Memorial Fund (MIND, 2016, p.23). At the very bottom level of th e management structure is the MIND Network which is made up of local MIND Associations operating as separate entities complete with individual financial activities and related estimates. Advantages of Divisional Organizational Structure There are a number of advantages associated with the divisional organizational structure. First, due to its foundation on a massive delegation of power and authority, the performance of individual sections and divisions within the organization can directly be measured (Bao Wang, 2011, p.81). This is because each of the divisions executes their activities independently. Consequently, unprofitable divisions can be done away with while measures can be taken to provide the necessary support for the profitable divisions. Secondly, the development of division heads ensures that each of the managers takes care of all the functions that are related to the products under their division. Consequently, there is increased accountability for sales and profits for each division. This helps in the skills development among the division heads while enhancing their performance and employee morale for each of the divisions (Bao Wang, 2011, p.81). With autonomous local MIND Associations and the variou s charities within the MIND Management structure, the charity is able to meet its performance goals and objectives as employees are motivated and there is increased accountability among the autonomous structures (MIND, 2017c). Thirdly, a divisional structure shortens the decision-making process as every division within the organization is independent ((Bao Wang, 2011, p.82). Consequently, it is easy to change the size of the business by simply adding or removing divisions as the division heads can execute any decision that affects their division without necessarily consulting with other heads of other divisions. Furthermore, there is more efficient and effective ability with respect to the various coordinating activities between and among the various divisions within the organization as there is role distinction between them. There is equally enhanced flexibility when it comes to responding to alterations and modifications in the local market. Lastly, divisional organizational structure leads to more specialization of divisional expertise among employees. With specific skills being brought on board within the management structure of the MIND, the organization ensures that there is specialization of expert ise which enhances the performance of the MIND. Disadvantages of Divisional Organizational Structure In spite of its numerous advantages that the divisional organizational structure presents to MIND, there a several disadvantages that the structure has that may be detrimental to the organization. First, there is a likelihood of experiencing conflicts between divisional heads as everyone would want to establish their supremacy within the organization by demanding maximum resources for their divisions to gratify their own ego (Bao Wang, 2011, p.84). Secondly, there is a high likelihood of duplication of functions among the various divisions within the organization. For instance, some of the roles undertaken by the MINDs Matter subsidiary could be done by Local MIND Associations. This role duplication leads to misuse of resources within the organization and the cost of operation eventually increases gratuitously. There is equally a reasonable likelihood of the various divisional heads having a selfish attitude as they try to exhibit their better performance even at the expense of other divisions within the organization (Bao Wang, 2011, p.83). When this selfish interest spreads across the organization, it becomes a concern for the various stakeholders within the organization. Office politics are a common phenomenon in firms that practice divisional organizational structure (Bao Wang, 2011, p.86). This may lead to wastage of important time and other resources that would have been used in the strategic thinking that is beneficial to the organization. Additionally, divisions within the organization lead to compartmentalization which in the end results in incompatibilities among company products and services (Bao Wang, 2011, p.87). Since when it was founded in 1946, MINDs organizational structure has proved to be beneficial to the organization. Therefore, it is an effective structure owing to t he numerous advantages that it presents to the organization. An organizations external environment comprises of all the outside that elements and factors that impact the organizations operations (Al-Debei Avison, 2010, p.359). In order for the organization to survive, it must act or react upon these factors. The external environment is subdivided into micro and macro environment with the micro environment being made up of all the elements that directly affect the operations of the firm and the macro environment being made up of all the factors that the firm typically has no control over (Al-Debei Avison, 2010, p.359). The triumph of the firm depends on how quickly it adapts to these factors within the external environment. MIND is set to undertake an expansion exercise aimed at providing specialized services in the area of London borough of Lewisham. The London borough of Camden is one of the 32 local authority districts found within the Greater London administrative area. This London borough is found towards the north-west of London with its principal settlement being Camden. The borough is administered by the Camden London Borough Council. Geographically, the London Borough of Camden is located to the northern of London city stretching from Bloomsbury and Holborn towards the south to Hampstead Heath towards the north. The borough borders the City of Westminster and the City of London on its southern side, Barnet and Haringey towards its north and Brent and Islington to the west and east respectively. External Environmental Analysis using PEST According to Blery, Katseli and Tsara (2010, p.58), PEST analysis refers to one of the concepts in marketing principles that is used as a tool by organizations to keep an eye on the environment in which they are transacting their day to day operations or in which they are planning to launch a new product, service or project. PEST is in fact an acronym standing for political, economic, social and technological. These are the external factors that often influence the various activities the organization undertakes. The tool was created in 1967 by a Francis Aguilar and can work alone or be used in combination with other tools to help organizations and companies to enhance their decision making process and timing (Blery, et al., 2010, p.59). POLITICAL Camden community law centre Squatting law SOCIO-CULTURAL High male and female life expectancy (above 80) High Children conception rate of between 17% 24% High rates of worthlessness among the population High prevalence of childhood obesity of between 19% 22% High rates of children being looked after ECONOMIC Very low economic growth Low number of jobs per resident of working age Business survival rates are satisfactorily over 70% Poor employment rates of below 18% High rates of education levels TECHNOLOGICAL Division of Information Technology Use of technology in policing efforts City-wide IT utilization efforts Political Environment for Camden The political environment for Camden refers to factors such as the trends in government policies and the various relationships between government agencies and the business community. These factors affect the legal framework that MIND will adopt when launching its operations in Camden. Additionally, these factors affect the specific market conditions that affect the behavior of the consumers of the services offered by MIND and the amount of assistance the charity stands to obtain from the area government. With the Labour party having the most representation in the local council followed by the Conservatives and the Liberal Democrats respectively, there is optimism for favorable political environment for the operations of the Charity in Camden. The security status in the area is guaranteed and therefore, the organization can feel safe while undertaking its operations in the region. Additionally, there have been a number of legislations that are aimed at providing the best environment f or the charity (Blery, et al., 2010, p.59). Economic Factors The two year business survival rate in Camden is rated at over 70% but the economic growth rate in the area is very low. The population is highly educated with a sizeable number of people having attained higher education with degrees. The number of jobs available for each resident of the borough of working age is very low leading to high unemployment rates in the area. The London Community foundation has a number of funding opportunities for the Camden region that are aimed at transforming the living conditions of the region. In 2016, the borough received $13.2 from the United States Department of Housing and Urban Development. The grant was meant for the replacement of the substandard housing that was widespread in the region with mixed-income housing. Apart from these grants, there are several other grants that have given out in Camden to support victims of domestic violence. For instance the Camden/Wollondilly Domestic Violence Committee received a $1,000 grant from the NSW government to support the committees projects that aim at creating awareness on domestic violence as well as family violence (Patterson, 2016). Before this, there was the Verizon Foundation grant of $7,500 that was awarded to the Centre for Family Services that is based in Camden and provides human services (Rutolo, 2011). This grant was directed to the establishments domestic violence solution that involved the creation of a teen dating violence awareness video. These therefore provide precedence for what MIND expects to get when it launches its operations in the region with regards to the economic factors of the region. Socio-cultural Environment Aspects of the socio-cultural environment include the lifestyles of the population, the sex distribution, social classes, minorities, emphasis on safety, population growth rate, age distribution and life expectancy. Others include the size and structure of the families, their attitude towards career, work, leisure and retirement among others. The London borough of Camden has high life expectancy for both men and female at 80 years but the children conception rate of 17% 22% is very high for such a region with most of this happening in the rural. More adults feel worthless as attributed to the high rates of unemployment which leads to high dependency ratios. According to Hopscotch Asian Womens Centre, 80% of Asian women in Camden experience sexual abuse, over 60% undergo financial abuse while 50% experienced physical and emotional abuse from their family members (Hotscotch, 2012, p.5). This information presents a dire need for domestic abuse services for people in this area. This the refore presents an opportunity for MIND to launch their product in the area. Technological Environment There has been a lot of technological developments that have happened and these affects the way in which businesses carry out their operations. These technological influences include product and process innovations that affect the way in which businesses transact their businesses. They present opportunities and threats to organizational operations that are important for gaining competitive advantage and are important drivers of organizational expansion. The London borough of Camden has witnessed the double edge of technology. Technology has played an important role in the reporting of domestic violence cases as well as collection of evidence from scenes such as screenshots, recordings and printing abusive emails. However, abusers have equally exploited technology to cover their tracks and commit criminal acts. According to Cogno (2016), there has been a rise in the number of domestic violence crimes in Camden prompting the establishment of a victims centre that is technologically enh anced to help victims recover as well as address other domestic violence related cases. This centre is enhanced by technology. Recommendations for Managing Expansion MIND can expand its operations to cover Camden because the area is in need of domestic violence counseling and assistance from a charity organization of MINDs magnitude. However, there are several recommendations that I believe if the organization needs to succeed in the provision of services in the area, it must consider them. First, there is need for the organization to carry out an extensive background research of the area from time to time to ensure that it sets achievable goals in its operations in the area. Secondly, there is need to align the charity with the regulations and registration requirement for the London borough of Camden in order to avoid litigations that could drain its resources or even stop its provision of services in the area. Thirdly, there is need for the organization to find ways of providing funding for their operations. Charity organizations rely on donor funding and volunteerism to carry out their operations in regions they operate. Additionally, there will be need for the charity to capitalize on the available resources and build networks around the Camden area in order for the organization to establish itself around the borough. Since there are organizations that are already working to address the problem in the area, MIND will be better placed if it sought for partnership opportunities with these organizations. MINDs response toward the internal and external environments is responsible for its success over the years. With its planned expansion to the London Borough of Camden, it is noteworthy that the area really needs the special services that MIND plans to offer to the populations. However, before venturing out, it is important for the organization to ready itself as this expansion will take a toll on its resources. The recommendations outlined in this report will keep MIND on a success path even as it launches operations to support victims of domestic violence in Camden. Al-Debei, M.M. and Avison, D., 2010. Developing a unified framework of the business model concept. European Journal of Information Systems, 19(3), pp.359-376. Bao, T. and Wang, Y. (2011). Incomplete contract, bargaining and optimal divisional structure. Journal of Economics, 107(1), pp.81-96. Bartkus, B.R. and Glassman, M., 2008. Do firms practice what they preach? The relationship between mission statements and stakeholder management. Journal of business ethics, 83(2), pp.207-216. Blery, E.K., Katseli, E. and Tsara, N., 2010. Marketing for a non-profit organization. International Review on Public and Nonprofit Marketing, 7(1), pp.57-68. Cady, S.H., Wheeler, J.V., DeWolf, J. and Brodke, M., 2011. Mission, vision, and values: what do they say?. Organization Development Journal, 29(1), p.63. Cogno, L. (2016). Refuge for domestic violence victims. [online] Dailytelegraph.com.au. Available at: http://www.dailytelegraph.com.au/newslocal/macarthur/refuge-for-domestic-violence-victims-planned-for-camden-or-wollondilly-after-campbelltown-declared-a-hot-spot-for-the-crime/news-story/3bdac7034385a283249c71f546cf708a [Accessed 13 Mar. 2017]. Dees, J.G., 2012. A tale of two cultures: Charity, problem solving, and the future of social entrepreneurship. Journal of business ethics, 111(3), pp.321-334. Harford, J., Mansi, S.A. and Maxwell, W.F., 2012. Corporate governance and firm cash holdings in the US. In Corporate Governance (pp. 107-138). Springer Berlin Heidelberg. Hopscotch, (2012). Survey of Domestic Violence wi thin Camdens Asian Communities. Hopscotch Asian Womens Centre, pp.1 15. Menassa, C.C. and Baer, B., 2014. A framework to assess the role of stakeholders in sustainable building retrofit decisions. Sustainable Cities and Society, 10, pp.207-221. MIND, (2016). Mind (The National Association for Mental Health). Report and financial statements For the year ended 31 March 2016. London, pp.1 75. MIND, (2017). Our mission | Mind, the mental health charity help for mental health problems. [online] Mind.org.uk. Available at: http://mind.org.uk/about-us/what-we-do/our-mission/ [Accessed 13 Mar. 2017]. MIND, (2017b). Our President | Mind, the mental health charity help for mental health problems. [online] Mind.org.uk. Available at: http://www.mind.org.uk/about-us/celebrity-support/our-president/ [Accessed 23 Mar. 2017]. MIND, (2017c). Our impact | Mind, the mental health charity help for mental health problems. [online] Mind.org.uk. Available at: http://www.mind.org.uk/about-us/our-impact/ [Accessed 23 Mar. 2017]. Patterson, C. (2016). Camden/Wollondilly Domestic Violence Committee Receive Grant Chris Patterson. [online] Chris Patterson. Available at: http://www.chrispatterson.com.au/media/n/camdenwollondilly-domestic-violence-committee-receive-grant-161122 [Accessed 13 Mar. 2017]. Rutolo, M. (2011). CFS Awarded Domestic Violence Solution Grant | Center for Family Services. [online] Centerffs.org. Available at: https://www.centerffs.org/cfs-awarded-domestic-violence-solution-grant [Accessed 13 Mar. 2017]. Youssef, M.T., 2010. Corporate Governance An Overview-Around the Globe. pp.1-13

Curricular Aims: Assessment of University Capstone :: Education School Essays

Curricular Aims: Assessment of University Capstone Albert North Whitehead (1929) believed that the raison d’etre of universities was neither for the imparting of knowledge nor for the opportunity for research. Cheaper alternatives for both were and are available to achieve those functions. Instead, he asserted. The justification for a university is that it preserves the connections between knowledge and the zest of life, by uniting the young and the old in the imaginative consideration of learning. The university imparts information, but it imparts it imaginatively. At least, this is the function which it should perform for society. A university which fails in this respect has no reason for existence (p. 93). When Whitehead described the purpose of education in his text, The Aims of Education, he had the luxury of his assertions without the burden of proof. The Academy today, while equally as passionate about the aims of education as Whitehead, must not only describe its reason(s) for existence, it must also provide evidence that those aims which it described as important are ultimately attained by its students. This evidence must be considered and presented both for ourselves (The Academy) and for our â€Å"constituents† (i.e. students, accrediting bodies, employers, donors, and society). The authors assert that three issues are paramount to any assessment of a curriculum in higher education. The first deals with the â€Å"reason for existence† issue raised by Whitehead (i.e. Are we doing the right thing?). The second issue has to do with examination of whether we are accomplishing our goals (i.e. Are we doing the right thing right?). The final issue involves how we can assess whether we are doing the "right thing right." Doing the right thing? Several years ago, Millikin University embarked on the difficult challenge to create a seamless curriculum that provided for intentional connections -- connections between the major and the non-major, connections between the curricular components at each level, and connections between the curricular components over the course of four years. In the development of this comprehensive and cohesive curriculum (dubbed the MPSL -- the Millikin Program of Student Learning), the faculty identified "common threads" of the MPSL. Those common threads are 1) Student learning goals, 2) Core questions, values, and means, and 3) Proficiencies. (See the student learning goals in Table 1 for the specific elements defining each one). The faculty vision for the University is actualized through the effective implementation of these common threads within the curriculum.

A Discussion on the Renaissance Art and Its Influences Essay

1. The Renaissance style is considered as a collective movement related to the reawakening of art – particularly drawing, painting, sculpture, and architecture – that centered in Italy from 1300-1600 (Cunningham and Reich, 2009, p. 265-266).   This movement evolved over the years as people – tired of the medieval life of poverty and sickness – started to develop new world views.   These world views centered on essential and profound questions related to human beings, their lives, and their purposes in lives.   They formed striking similarities to the Greco-Roman intellectual discourses, which were overshadowed during the dark times of the medieval age but rediscovered during the reawakening period of the Renaissance. Experts agreed that the Renaissance movement started in Florence, Italy, then a trading center between Europe and the rest of the world and a platform for exchange of ideas, purchase of arts, and commissioning of literary works (Cunningham and Reich, 2009, p. 267).   In Italy, people began to question tradition and authority, focus on life on earth, shape their own destinies, educate their selves and revisit the classical teachings from Greece and Rome.   Teachings from Italy were then dispersed elsewhere in Europe and the world through the printing press, a revolutionary invention during the Renaissance (Cunningham and Reich, 2009, p. 265). See more: Homelessness as a social problem Essay One example of a Renaissance art that is a symbol of the inner health of the people during that era was Raphael’s School of Athens (Cunningham and Reich, 2009, p. 315).   This painting pictured the great minds who existed in the city of Athens in Greece – Socrates, Plato and Aristotle – who were gathered in what appeared to be a school.   In the painting, the great minds seemed to be enthralled in a lively exchange of ideas.   Experts said that School of Athens attempted to show that the ancient greats of Greece were as good as the Renaissance men of Leonardo, Raphael and Michelangelo.   In fact in the painting, the three Renaissance artists were supposed to be Socrates, Plato and Aristotle. Another example of a Renaissance art that embodied the dynamism and transformation peculiar to the period was the sculpture of Michelangelo of David when the artist was at a relatively young age of 26 (Cunningham and Reich, 2009, p. 286). David was depicted as a civilized and a thinking individual who contemplates on challenges without immediately resorting to unnecessary brute.   David was said to represent the brightness of the Renaissance man.   It was also said to epitomize the confidence that the people then were feeling in influencing their destinies in terms of trouncing evil and gaining victories. Renaissance humanism is a notion that sprang during this period.   This notion placed emphasis on the capacity of human beings to manipulate their future without overreliance on the church (Cunningham and Reich, 2009, p. 287).   Although much of the art works had religious themes, the works portrayed religious icons as humans.   Such portrayal made light of the religious canons imposed by the church.   Instead, the portrayal highlighted the human spirit and its capacity to elevate to great heights.   One example of an art work that displayed humanism was Sandro Botticelli’s Birth of Venus, which depicted the goddess as an innocent woman with the use of pastel colors.   Another example is Simone Martini’s Annunciation, where an angel painted in realistic human dimensions and appearance appeared to tell Mary that she will bear God’s son. The rebirth of the artistic movement in Italy was largely attributed to the successful businessmen in the city of Florence who fed, trained, educated and provided for the basic needs of the artists (Cunningham and Reich, 2009, p. 268).  Ã‚   These patrons commissioned works based on clear-cut agreements. The powers of these businessmen from the Medici family stretched all the way to Rome, allowing many artists to secure contracts to accomplish religious works of arts for the Catholic Church.  Ã‚   The patronage of the Medici family for the artists was crucial to the Renaissance as artists were elevated to a stature important to the beautification and strengthening of the culture of Florence.   When the Medici family declined, artists went to Rome where they received the patronage of the pope (Weekly Lectures, n.d.). 3. Prior to the Protestant Reformation, there had been a fierce and widespread sentiment about the perceived abuses of the Catholic Church (Cunningham and Reich, 2009, p. 240).   People felt that the leaders of the church were leading extravagant lives that contrasted with the generally modest, if not poor, living of the majority of the people.   There were classes within the population that wanted to lead  Ã‚  Ã‚   towards positive change.   People were also weary of being caught in the cross-fire of conflicts between the Catholic Church and Kings, both desired power and wealth. To top these off, people were staring to change their beliefs about the capabilities of human beings during the Renaissance. These situations were the precursors to the ushering of the Protestant Reformation, which was set off by German monk Martin Luther.   Luther questioned the corruption and moral degradation in Rome and in the whole of the Catholic Church through his writings in The 95 Theses.   The Church however was not willing to change its ways.   It then financed the Counter-Reformation (Cunningham and Reich, 2009, p. 297). Immediately, art became the medium of propagating the beliefs of the Protestants, who had their bailiwicks in northern Europe, and Catholics, whose strongholds were in the south.   For the Catholics, art must focus on religious contents with certain symbolisms that magnify the holiness of the contents.   The Catholic art was similar to the art that had prevailed in the Middle Ages.   For the Protestants, Catholic religious contents in arts were idolatrous that must be destroyed through iconoclastic movements during the Protestant Reformation. The Protestant art was similar to the art of the humanist Renaissance artists who depicted contents in realistic settings. As a response to the Protestant Reformation, the Catholic Church introduced a Counter-Reformation.   It instituted a few changes within the church but became more austere in regulating heresy.   Regulations covered the arts, sending Catholic painters to produce religious contents similar to those done during the Middle Ages. Content in arts was the distinguishing factor between the Reformation and the Counter-Reformation.   For the Protestants during the Reformation, paintings centered on mundane activities of everyday existence.   Occasionally, paintings drawn out of scenes from the Bible were made.   However, these paintings depicted the religious contents in a humanistic manner.  Ã‚   Simple scenes found in regular occasions were also contained in paintings.   Generally, the contents did not attempt to glorify contents through symbols. For the Catholics during the Counter-Reformation, paintings focused on idealized religious contents that contained symbolisms of holiness, omnipotence, and great glory.   These religious contents were idealized in terms of appearance and the environment in which they were depicted to move.   Painters did not paint flaws.  Ã‚   They likewise veered from common scenes experienced by common people.   Some of the religious contents depicted in the Counter-Reformation included Catholic saints, sacraments, traditions, and codes of belief taught by the Catholic Church. The arts during Protestant Reformation and Counter-Reformation were divergent largely because of the opposing world views espoused by the Protestants and the Catholics.   On one hand, the Protestants believed that man could shape his destiny and approach God because the sacrifices of Christ were enough to save human souls.   On the other hand, the Catholics believed that intermediaries like saints and the Virgin Mary were needed to help Catholics approach God and enter the gates of heaven. Because intermediaries were needed, Catholics created relics where divine powers were supposed to reside.   A form of these relics is a typical painting created during Reformation.   Catholics worshipped the relics and sought from these relics intervention in order to get the graces of God. Because Protestants believed in the value of man and Christ’s sacrifices, they loathed these relics and called these relics channels of idolatry.

Growing Stronger Toegether â€By Author Collective Triskele Books

Growing Stronger Toegether –By Author Collective Triskele Books Growing Stronger Together An interview with Author Collective Triskele Books Looking at groups like the  Alliance of Independent Authors really makes me pause for thought. 10 years ago, people might have said that being an author was a solitary profession. Now, it might very well be one of the most social ones, especially if you’re an ‘indie.’And I believe this is what everyone loves about author publishing: all the actors involved, especially the authors, are positive, energetic people. And they all share common issues, questions and worries. So quite naturally, they get together and discuss them. This is the premise on which author collectives are born.Today, we interview JJ Marsh and the fellow members of Triskele Books, one of the leading author collectives in the UK, to learn how independent authors can grow stronger together.How do you work together as a collective? Is Triskele an umbrella for the work you each produce independently, or do you collaborate on projects?Both, but mostly the former. We’re a team of self-publishe d writers who work like a small publisher. To date, we’ve published eighteen novels. Although we write in different genres, we all offer editorial advice; consult on cover design, blurb and puff quotes; market on a shared platform; organise events and take responsibility for raising our profile. What US collective Five Directions Press calls â€Å"sweat equity†.How did you get together? What was the genesis of the collective? How long have you been working together?We graduated through a series of online critique sites and finally found a home on a site where people took their writing seriously. A collective seemed the ideal ‘third way’ between trad publishing and going indie. Keeping to the highest standards, but maintaining full creative control.In December 2011, three of us met in London and hammered out an ethos. Four years later, much has changed but the ethos remains the same:High-quality writingProfessional presentationA strong sense of placeHow do you guys communicate? Do you meet in person frequently? Do you talk online?Based in three countries, we only get together two or three times a year. That’s when we talk strategy. For daily business, we use email or our private Facebook page. Complex discussions or differences of opinion are usually resolved via Skype.What is, in your opinion, the #1 skill that you bring to the collective (if there is one that stands out)?Gillian Hamer: The main skills I bring are organisation and reliability. I’m the financial guru of the gang so I’d hope trust is a pretty big asset too.JJ Marsh: I’m the strategist. Forever hassling the others with â€Å"I’ve had an idea!†Liza Perrat:  Compiling and keeping updated book reviewers’ list, being the Goodreads guru and connecting with collectives.JD Smith: It is definitely my skills as a graphic designer working on covers, formatting, website, marketing materials and the overall brand look.Catriona Trot h: I think my instinct is to be a community builder. I love making connections with other writers and finding ways of collaborating, as with the Indie Author Fair (see picture below). I have a passionate sense we’re stronger working together. In the long run, that’s how we’ll break down traditional barriers. What makes Triskele work so well, in your opinion? The fact that you all have different skills? Or that you write in different genres? Or that there’s a true friendship between the five of you?The professional approach. Yes, the skills balance, the breadth of genres and the genuine friendship are crucial factors, but we approached this as a serious business. Triskele Books is NOT a hobby.If you had to pick one, what is the best thing about being in a collective with other writers?Catriona Troth: You are not a lone voice. Not only is it a lot easier to get noticed as part of a group, but you feel less like a snake oil salesman promoting someone else’s work than constantly bigging up your own.Gillian Hamer: SUPPORT.   And under that umbrella - editorial, advisory, monetary, workload support. Perhaps most importantly, friendship.JJ Marsh: People who, via encouragement and example, make me work harder.JD Smith: Mutual support, both in terms of having other people to bounc e your work off and also share all the disappointments and achievements.Liza Perrat:   Sharing a glass of wine, er†¦ sharing all the different tasks related to publishing and marketing a book.And of course, what’s difficult about it?Gillian Hamer: Communication. Under that would fall sub headings of quantity issues and quality time we get to spend together. We’ve never had a problem we failed to sort out, but distance and difference can add extra stress. For me, the benefits outweigh any negatives, many times over.Liza Perrat: Trying to participate as much as possible, so as not let the team down, whilst juggling everything else in life.JD Smith: Not so much agreeing with one another but the vast amount of communication that inevitably occurs when things have to be approved or given the thumbs-up.Catriona Troth: Apart from the workload, which can sometimes feel overwhelming, you do give up a certain amount of freedom. You can never say, stuff that, I’m go ing to do it my way. Every decision ultimately has to be subject to the agreement of the rest of the team. There’s power in that, but constriction too.JJ Marsh: The constant yet necessary evaluations as to whether we’re still on the right track. You’ve expanded the group I think once since you started - what brought this on? Do you want to keep expanding or do you worry you might lose yourselves in doing so?One of our key aims is to support and develop writers – it’s how we grew. However, we need to balance the time and effort that goes into that process. So until 2016, we’re not expanding at all. We’re exploring potential collaborations and alternative ventures but sticking to our ethos, which means pouring all our energies into our own writing and trying to raise the bar.Are there any other collectives out there that you think are worth mentioning? Are you looking into partnering with some of them for cross-promotion, or to create a collective of collectives?Lots! We make a point of seeking other collectives and discovering how they do it. We interview them on our blog. We’ve built relationships with several and now you mention it, a collective of collectives is a terrific idea. Wa tch this space†¦Do you have any plans for 2015? Tell us about them!Connecting with readers – three new releases due out next year. Marketing opportunities - new formats, translations and a short story collection. Building relationships with writers via ventures such as IAF#15. Strategic alliances based on location. Getting sponsored by a Prosecco manufacturer.But top of the list is writing.We formed Triskele with one aim in mind: to become better writers.What do you think about author collectives? Can Indie authors grow stronger if they get together and share resources? Do share your opinion in the comments below!Follow Triskele Books on Twitter and Facebook

Essay on Aed 202 Week1

Essay on Aed 202 Week1 Essay on Aed 202 Week1 Being a middle grade and high school instructor, I have noticed numerous students in different emotional phases within their life. Emotional levels vary from formative years, early childhood, middle childhood and adolescent years. Being teacher, I must be continuously aware concerning my students ‘conducts. There are many emotional qualities that are expected from what I visualize, from students inside my school room. Hatred, anxiety, joy, as well as depression are all integrated with these emotional qualities. As a result of their levels of growth, individuals may have proper or improper emotional reactions. With regards to the length of their school day, each of the individuals encounters pleasure. This will happen if they get Ana for a task, get together with different buddies, or get to enjoy in free time such as break. Anything as simple as a smile or even a laughter could be the suitable reaction from any kind of given instant. Grimace or sad emotions are what the divergent reactions to joy will be. One more emotional trait includes fear. Fear is seen for many students at every stage of school. It doesn't make any difference when they want to try out in the basketball team; it's the very first day of the school year, or time for report cards or development reports. A scared facial manifestation, quiet or a fragment of worry might be a suitable indication of fear. Hatred and/or chaotic conduct may be incorrect reactions with fear. An additional emotional experience