television vs. Reality Essay -- essays research papers

  Ã‚  Ã‚  Ã‚  Ã‚  It is 8:30 Monday night and the whole family is in the living room watching the Fox network’s primetime hit â€Å"Ally McBeal†. Suddenly, just after the program resumes after a painstakingly long commercial break, you see a man and a woman lying in bed talking to each other after having a night of hot, passionate sex. You look down and see your ten year old son or daughter lying on the floor just staring at the TV, taking it all in. You begin channel surfing, and end up on channel 3, CBS. There is a brand new sitcom being aired called â€Å"Some of My Best Friends†. Almost immediately after you and your family begin viewing this program, two men, both proclaiming to be gay, begin kissing and embracing each other. Upset by all of this â€Å"garbage†, you turn off the TV and decide to try and find something a little more â€Å"educational† to do.   Ã‚  Ã‚  Ã‚  Ã‚  Sex. It seems to be everywhere on television today. From sitcoms to reality shows to dramas to soap operas, sex is one of the leading factors in most television programs. A recent study showed that 3 out of 4 primetime programs portray sex in relationships and 68% of all television programs contain sexual content (Cutler, Jacqueline, TVData Features Syndicate March 24,2001). There are exceptions to this, however, with networks occasionally focusing on education and children’s programming, but the mainstream of primetime television programs tends to focus on sex. But how accurate is television’s portrayal of sex in the real world? Does everything turn out like it does on shows such as â€Å"Sex in the City† or â€Å"Temptation Island†? Or are these sexual messages just an obvious ploy to help boost ratings? Recently I have watched several shows I thought would help answer these questions. The programs I have researched are â€Å"Friends †, one of NBC’s highest rated shows, â€Å"Everybody Loves Raymond†, a family sitcom on CBS, and â€Å"Days of Our Lives†, one of NBC’s daytime soap operas. In viewing these shows I hope to compare the key message behind sex and relationships in these programs to real life. I will also compare relationships between love and sex, anger and love, friendship and romantic love, and alternatives to heterosexual relationships.   Ã‚  Ã‚  Ã‚  Ã‚  The first television program I researched is the critically acclaimed NBC sitcom, â€Å"Friends†. Upon viewing this show, I fo... ...n an interracial relationship or marriage. This sends the message that people of a certain race or culture should marry someone that is like them. There have been rumors, however, of a new character on â€Å"Friends† that is going to be African-American. If this character does appear, then maybe it will encourage more programs to end endogamy and introduce characters of different race and cultures.   Ã‚  Ã‚  Ã‚  Ã‚   The average teen views nearly 15,000 sexual references, innuendoes, and jokes on television every year, according to â€Å"Electronic Babysitter Overexposes Youth to Sex†, a CNN report by Holly Firfer. If these messages are inaccurate, what kind of messages are teens receiving? In the same article, Firfer gave reasons for sex on television. First, Americans seem to eat it up with a spoon. Second, Hollywood has a lack of real writing talent, so why bother with an â€Å"intelligent† story? This seems to be very true, since every year there are more television shows being produced that primarily focus on sex. When will this sexual addiction cease? There is much more in this world than sex, and television should try to portray real life situations as accurately as possible.

Harley Davidson International Management Essay -- essays research pape

I.  Ã‚  Ã‚  Ã‚  Ã‚  Summary of the case study â€Å"Harley-Davidson – rockers’ idol† So, this case study is about Harley-Davidson, a brand of motorcycles and more precisely about its development since his foundation in 1903 by 21-year-old William S. Harley and 20-year-old Arthur Davidson. So, in 2003, it was the celebration of the 100th birthday of the Harley-Davidson. And, in order to commemorate it, fans of this famous brand rode until Milwaukee to see the parade of 10 000 Harley-Davidson motorcycles. Through this celebration, we can see how recognized this brand is for the owners, or should I say fans. Indeed, this case also shows how the strategy and the marketing of Harley-Davidson are good; because Harley has fans and they will do all they can for their bikes and their brand. For its 100th year, Harley Planned for selling 290 000 bikes. And in 2002, the firm reported a gross profit of US$ 1.4 billion on US$ 4 billion sales. But, its history has never been so easy. Indeed, after 50 years of growth destroying the local competition in the US, Harley has known almost 20 years of hard competition in his market, and especially with Honda. And seeing a deterioration of its market share (only 30%), Harley has decided to abandon overseas markets. 1969 saw Harley-Davidson merge with the American Machine and Foundry Company (AMF). The merger would last until 1981, when 13 senior executives from Harley Davidson buy back the company. After the buyout is made official, the phrase â€Å"The Eagle Soars Alone† becomes a rallying cry. So, this merger has ensured Harley-Davidson to continue its development and its improvement, and succeeded its come back in the first line. This new team achieved this thanks to a good marketing strategy, in other words creating customer value. This new strategy has ensured to create the feeling for the owners to belong to a family, such as the Harley Owners’ Group. One of the key issue of the new strategy is thus to accord importance to fidelity. The most interesting point of this case is that Harley has different marketing strategy according to countries. Indeed, in some markets (US, Australia, Japan, Spain, Denmark) Harley-Davidson tries to attract new customers using advertisements, but in other markets such as the Europe, the strategy is more the usage of the promotion in specialized magazines. Another interesting point is tha... ...ording to me, this is the reason why the median age of Harley riders is growing up. So, Harley-Davidson should try to go to other segments, in order to diversify its customers. Harley has well understood this promising gap in the market, buying back the firm Buell, famous for sport bikes. And, according to Jean-Luc Mars, CEO of Harley-Davidson France, â€Å"Buell ensures to conceive radical bikes without endanger the foundations of Harley’s brand. Buell also ensures to develop internally Harley-Davidson France and its network, our entire acknowledge of the bikes market, and to innovate on original marketing techniques†. But, this is the first step in this promising segment, where young people are for sure the more present. Honda and Yamaha, for instance, are very well recognized in this market. And, according to me, the reason is the fact that they are present in â€Å"grand prix† doing races and winning championships, and thus becoming famous all over the world. Indeed, races can prove the quality, the competitiveness, and the reliability of a brand. It is not a hazard that Honda won from 1994 to 2003 the 9 championships in the biggest and the hardest class, 16 championships won in total.

Title Analysis of Everything that Rises Must Converge By Flannery OConnor :: essays research papers

Literally converge means "to tend toward or approach an intersecting point." But I believe that word's meaning especially in literature changes, or even contains two different meanings. So in the story "Everything that Rises Must Converge" by Flannery O 'Connor converge affects the title but has different meaning. The title means that the past is nothing and the present is more important. Not only that, but everything will return as God made as the time goes by. First of all, the story was written during the time when slaves were emancipated and all of the blacks fought for their own rights and freedom. So the social flow and especially the rights of both races turned out to be "Normal"and "Equal" now. However the author shows that the reaction of discrimination still exists inside the white people and through the actions of Julian's mother. Julian's mother keeps talking about Julian's grandfather who had a lot of slaves and a humongous fortune. However, this was a very dangerous thought at that time of the story, because the black had achieved equality an they were all thinking about equality. The thought led Julian's mother to get hit by a black woman who had the same hat as that of Julain's mother. Her actions of superiority and her action of trying to give the black woman's son a penny provoked the black woman to slap Julian's mother is the face, since in olden days many whites used to give all the young blacks a penny, and reminded the black woman of discrimination. The author, in contrast, also tries to show the equality of two races through Julian himself and his thoughts. When Julian sees his mother wearing the same hat as one of the black woman, he says that the black woman looks better in the hat. Not only that, he tries to engage in conversation with a black man to show the black's wise. In this way, Julian tries to teach his mother that now it is not time for difference but equality, and her thoughts about those blacks should be changed to fit in with the society. Not only that, but the author also shows equality with the backgrounds of the story. Julian graduated from university and his mother is an heir of rich family, yet he is still to-be-a writer, he is poor and has no job at the moment and is desperately in need of money because of his mother's illness. Title Analysis of Everything that Rises Must Converge By Flannery O'Connor :: essays research papers Literally converge means "to tend toward or approach an intersecting point." But I believe that word's meaning especially in literature changes, or even contains two different meanings. So in the story "Everything that Rises Must Converge" by Flannery O 'Connor converge affects the title but has different meaning. The title means that the past is nothing and the present is more important. Not only that, but everything will return as God made as the time goes by. First of all, the story was written during the time when slaves were emancipated and all of the blacks fought for their own rights and freedom. So the social flow and especially the rights of both races turned out to be "Normal"and "Equal" now. However the author shows that the reaction of discrimination still exists inside the white people and through the actions of Julian's mother. Julian's mother keeps talking about Julian's grandfather who had a lot of slaves and a humongous fortune. However, this was a very dangerous thought at that time of the story, because the black had achieved equality an they were all thinking about equality. The thought led Julian's mother to get hit by a black woman who had the same hat as that of Julain's mother. Her actions of superiority and her action of trying to give the black woman's son a penny provoked the black woman to slap Julian's mother is the face, since in olden days many whites used to give all the young blacks a penny, and reminded the black woman of discrimination. The author, in contrast, also tries to show the equality of two races through Julian himself and his thoughts. When Julian sees his mother wearing the same hat as one of the black woman, he says that the black woman looks better in the hat. Not only that, he tries to engage in conversation with a black man to show the black's wise. In this way, Julian tries to teach his mother that now it is not time for difference but equality, and her thoughts about those blacks should be changed to fit in with the society. Not only that, but the author also shows equality with the backgrounds of the story. Julian graduated from university and his mother is an heir of rich family, yet he is still to-be-a writer, he is poor and has no job at the moment and is desperately in need of money because of his mother's illness.

Leaders, Managers, Entrepreneurs on and Off the Organizational Stage*

Leaders, Managers, Entrepreneurs On and Off the Organizational Stage* Barbara Czarniawska-Joerges, Rolf Wolff My purpose is to tell of bodies which have been transformed into shapes of different kinds. You heavenly powers, sinee you were responsible for those changes, as for all else, look favourably on my attempts, and spin an unbroken thread of verse, from the earliest beginnings of the world, down to my own times.Ovid: Metamorphoses Abstract Barbara CzarniawsicaJoerges Department of Business Administration, Lund University, Lund, Sweden Roif Woiff Gothenburg Research Institute at the School of Economics and Legal Science, Gothenburg, Sweden This paper explores three crucial roles of the organizational theatre: managers, leaders and entrepreneurs. Changing fashion in the organizational theory debate as well as in organizational practice puts different roles in focus at different times.Organization theory should, accordingly, shift its attention toward studying the contexts in which a given role acquires dominance, in place of an unreflective discussion of the relative functional advantages of each of them. This paper argues that none of the three will ever go out of fashion, as they can be seen as enactments of archetypes, embodying the different fears and hopes of those who create organizations by their daily performance.Leadership is seen as symbolic performance, expressing the hope of control over destiny; management as the activity of introducing order by coordinating flows of things and people towards collective action, and entrepreneurship as the making of entire new worlds. The sociohistorical context needs to be considered as the stage-set wherein these roles gain prominence. Introduction Organization Studies 1991, 12/4: 529-546  © 1991 EGOS 0170-8406/91 0012-0022 $2. 00 Leaders are in, managers are out, entrepreneurs are waiting in the corridor.What orders their appearances and disappearances? In an attempt to answer this question, we propose to an alyze all three roles, not in terms of organizational effectiveness, but as symbolic expressions of collective hopes and fears, played out (‘performed') on the organizational stage. Leaders, managers and entrepreneurs are supposed to serve certain functions in organizations — functions which are ascribed to so-called executive positions. The term ‘executive' comes from the times when managers were supposed to execute the owners' will.The separation of ownership and control (Chandler 1977) complicated this simple relationship, opening the way for discussions on the desired form of the executive role. This debate does not take place in a vacuum; it accompanies, reflects and influences changes in organizational practices and theories. Just which functions and in what configuration changes, both with theories and with time, because the definition of what executive functions should entail changes in line with master-ideas, whose time comes and goes (Czarniawska-Joerges and Joerges 1990).These, in turn, are related to 530 Barbara Czarniawska-Joerges, Rolf Wolff broader changes in the cultural context of organizing (Czarniawska 1986). An ambition to tackle the issues of context leads researchers to obviously relevant aspects such as changes in business cycles or changes in political climate. A study of these can of course, if treated with devotion, completely fill more than one research career, and yet there always remains something unanswered, a phenomenon unexplained, of a kind that conventional organization studies are poorly equipped to grasp.Perhaps the theatre metaphor (Mangham and Overington 1986; Czarniawska-Joerges 1992) would help in describing those ephemeral phenomena. What leads to a change in repertoire of a theatre, a replacement of comedy by tragedy, Shakespeare by Pinter? It is the decision of the management, the wishes of the primadonnas, the current cultural fashion, the economic exigencies — and much more. In the organiza tional theatre, the plays performed vary from one season to another, from one director to another, but the general repertoire seems to be quite traditional, even if it contains both tragedy, comedy and drama.It might be that the actual playwright is our ‘collective unconscious', to use Jung's term (1934); that in our attitudes toward the central organizational roles, i. e. leaders, managers and entrepreneurs we act out archetypes. This phenomenon escapes the analysts' attention because we are used to looking for articulation of archetypes in different spheres — in myths and legends (Hogenson 1987). In this discussion, we are dealing with ‘archetypes of personalities' rather than ‘archetypes of transformation' (Jung 1934/1959: 322).The latter are ‘typical situations, places, ways and means' according to Jung (p. 322), or what some would call ‘scripts' (Mandler 1984). The archetypes of personalities are ‘universal, idealized, larger-than-life symbols that contain the essence of human experience and that help individuals develop an emotionally satisfying picture of the world' (Krefting and Frost 1986: 164). In other words, we argue that the central organizational roles represent wishes and fears shared by organizational collectives; they are symbols which help to ascribe meaning to organizational events. It always seems to us as if meaning — compared with life — were the younger event, because we assume, with some justification, that we assign it of ourselves, and because we believe, equally rightly no doubt, that the great world can get along without being interpreted. But how do we assign meaning? From what source, in the last analysis, do we derive meaning? The forms we use for assigning meaning are historical categories that reach back into the mist of time — a fact we do not take sufficiently into account. (Jung 1934/1959: 317) In what follows we shall try to show that the continuing debate on t hose roles reaches indeed ‘back into the mists of time', and although we limit ourselves to a relatively short span of time there are plenty of traces pointing further back. Next, we shall attempt to demonstrate that the three roles are complementary in the sense that they answer different needs or fears of the collective unconscious. In this sense, no role is ever Leaders On and Off the Organizational Stage 53I out'; they all have their place in our collective consciousness, even if we at times tire of one and become fascinated with another. To bring out the core of these archetypes we shall look for their equivalents in literature and theatre, the traditional fields of symbolic expression. In doing so, we continue and extend the tradition of symbolic interpretation of executive roles (see e. g. Frost and Egri, forthcoming; Gustafsson 1984, 1985; Kets de Vries 1989, 1990a, 1990b; Westley and Mintzberg 1989). LeadersIn 1948, Robert Stodgill attempted to make a list of traits r esponsible for leaders' success, starting with a review by Charles Bird from 1940, which listed 79 traits important for successful leadership, as mentioned in 20 works reviewed. Stodgill updated the list to about 100 traits while observing that different authors did not agree on their importance. When he returned to the topic 26 years later in his book Handbook of Leadership, the number of leadership studies reviewed exceeded 3000 (Stogdill 1974).During the 1960s, the concept of organizational leadership began to shift from persons to behavioural styles and then toward the situational factors. Ghiseili (1963), Fiedler (1964), Bass (1960), and Umanski (1967) were among the best known authors who studied leadership and recommended that the leaders should begin by diagnosing the context of their action and should then act accordingly. By the 1970s, the interest in leaders diminished. There were at least two reasons.One was that, after three decades, researchersfinallyarrived at a conti ngency theory which proclaimed that leaders' success depends on the fit between their personalities (thus incorporating the trait theory), the type of action they choose (the style theory, with its origins in the seminal study by Lewin et al. 1939), and the situation (e. g. Fiedler 1964). This achievement, impressive at the time, was met with some derision twenty years later, when the waves of fashion came and went several times.Wildavsky's comments summarize it very well: ‘Unfortunately, multiplying traits of leaders, times types of followers, times samples of situations, times group interactions has led to more variety than anyone can manage. ‘ (Wildavsky 1984: 18) Another, and probably more important reason for abandoning the role of leadership was political frustration at the end of the 1960s. The young Americans saw their favourite leaders killed; the young French decided to remove their old, unpopular leaders themselves. McClelland's article on ‘Two faces of power' (1970) is a vivid example of anxieties suffered by the older generation in the U.S. when the youth rejected the traditional authority and the conventional career paths. According to this study, the graduates of Harvard and other schools did not want to be leaders anymore, seeing a dark face of power even behind the innocent organizational titles. 532 Barbara Czarniawska-Joerges, Rolf Wolff Managers Thus in the 1970s, charismatic leaders were distinctly out of fashion, and yet there was still a need for some sort of authority expression in organizations. The unpretentious ‘managers' took the place of leaders.However, ‘Fayol's fifty year old description of managerial work was no longer of use', observed Mintzberg (1971) in an early report from his famous study of the tasks of managers. A new approach was needed and the most typical model for a manager of the 1970s was perhaps Drucker's (1970) ‘effective executive'. The effective executives had no charisma what soever. The organizational reality pushed them towards ineffectiveness. Their time belonged to everybody else. They were forced to focus on operational exigencies to the detriment of reflection and strategic thinking.They were blinded by the walls of organizations, cutting off the worid outside. They were dependent on what other people did or did not do. To all these harassed people, Drucker formulated a message — a list of practices allowing for an increase in effectiveness, a set of pragmatic prescriptions on how to manage one's time, how to use accessible resources and how to make decisions (Drucker 1970). Problem-solving capacities were more important than social skills and decision-making ability conquered charisma, at least for a while.But power was again noticed, lurking behind this depersonalized, institutional facade. It has been said that the management-oriented researchers, like the early rationalist organization theorists, ‘. . . believed mankind had to shif t from the government of men to the administration of things, as their precursor Saint-Simon had claimed; and they felt they were achieving their aims by emphasizing financial stimuli and technical controls instead of human leadership. The delusion that they had suppressed power relationships prevented them from understanding the true nature of their own actions. ‘ (Crozier 1964: 146)In a sense, this is the same accusation as the one formulated eariier against the leaders, but with a different rationale behind it. While leaders did not understand the true nature of their actions, blinded by power, the managers were blinded by an illusion that they were free from power. This issue appears in the debate on both sides, pro-leaders and promanagers. The advocates of leadership say that there is so much power in organizations that it must be officially recognized, whereas the defenders of management tend to say that there are enough power games in organizations without giving them a n official status.To leave this circle, let us introduce a third voice. Entrepreneurs The story goes that long before there were any leaders or managers in the companies, there were entrepreneurs. These entrepreneurs created, in fact, the world of business organizations as we know them today, employ- Leaders On and Off the Organizational Stage 533 ing not so much charisma or intellectual capacities as something else: willpower. Let us thus make an excursion ‘into the mists of time'. In 1921, Josef Schumpeter published an article on the Unternehmer — the entrepreneur.In this not very well known article, he explored the character of the business company from a historical point of view, the function of the entrepreneur and finally the ‘modern' entrepreneur. Schumpeter saw the origins and functioning of companies as being based on two correlated facts: on the one hand, the property rights over the means and results of production; and, on the other, what he called a â €˜business mentality'. The latter led to the development of production techniques, a capitalist economic calculation and market communication structures.The combination of this capitalist mentality and capitalist property rights produced business companies, which became crucial elements of the contemporary cultures, but even more — they were, without doubt, ‘the basis for and the condition of such cultures' (Schumpeter 1921: 47). Thus, a given type of motivational force creates a given type of organization, which results in a given type of culture that, in turn, encourages such motivational forces and permits such organizations. When analyzing the 18th century, one can see entrepreneurs functioning both as employers and owners of capital.Schumpeter, however, had already noticed that these functions can be and are different, and that in modern companies one encounters two different types of people: managers and entrepreneurs. Management, according to Schumpeter, is a function consisting of control, of guaranteeing discipline and introducing order; a function requiring considerable daily, bureaucratic work. This function, necessary as it is, does not embody what is really characteristic of the capitalist economy. The importance of the entrepreneur is not the management of an existing company but the creation of such a company.Schumpeter perceived entrepreneurship as a specific case of social leadership. Such ‘social leaders' are not outstanding in their task abilities, but in their willpower. This willpower can be translated into contemporary language as ‘initiative', but, in this case, not an initiative of thought (for example, conception of new ideas), but an initiative of action. The core of entrepreneurial motivation is similar to that of leaders, but entrepreneurship mainly fits contexts which are new and cannot be dealt with by means of experience or routine.Entrepreneurship is leadership in exceptional situations and, we might add, is most likely to entail the creation of such situations. Schumpeter stressed repeatedly that entrepreneurship is never a matter of individuals only. It is a phenomenon which has to be analyzed and identified within a complex conglomerate of factors. In saying this, interestingly enough, Schumpeter seemed to anticipate the growing interest in what Mintzberg (1983) calls ‘configurations': complex, dynamic contexts where simple contingencies are not of much use. 34 Barbara Czarniawska-Joerges, Rolf Wolff This does not mean that one should neglect other functions. Any economy, at any time, is performing on the basis of existing experiences and routines. Therefore, there will always be a function which has to do with the supervision of these processes (and which we call ‘management'). Management, or the routine behaviour in production and business, enables economies to deliver promptly and act in accordance with the requirements of systems which are highly rational and therefore predictable.On the macro-level, though, many processes constantly change their situational equilibrium. There is a continuous growth of population and the means of production. There are also non-economic developments which are changing the economy: social developments, political influences, and so on. On the micro-level, the equilibrium ceases to exist when individuals see new possibilities, and strive to implement the innovations they have in mind. The concurrence of macro- and microchanges creates room for entrepreneurs.Paraphrasing Schumpeter's ideas in social constructionist terms, one can say that entrepreneurs are people who are the first to see a crack or aflawin a social construction of economic reality, and to interpret it as an opportunity to actualize their ideas of what the world should look like. As long as this vision is not shared by others, they have to live with an individually constructed reality, which is a heavy burden to bear. What seem to be anecdotal stories of mad inventors and innovators might be actually quite true, in the sense that the unsuccessful inventors are people whose reality did not become socially confirmed.Those who succeeded, though, are the makers of our worlds. Leadership Revisited The neo-conservatism of the 1980s brought to Europe, from beyond the ocean, various nostalgic notions such as ‘free market' and ‘leadership' (as opposed to ‘negotiated economies' and ‘codetermination', the keywords of the 1970s). As far as leadership was concerned, organization theory did not go far beyond Stogdill: offering many definitions, many brands of leadership and varying recipes for success (see e. g. Maccoby 1981; Bass 1985; Bennis and Nanus 1985).But it is ‘charisma' and ‘visions' that count most. Bernard Bass asks dramatically: ‘What does Lee Iacocca have that many other executives lack? Charisma. What would have happened to Chrysler without him? It probably would have gone bankr upt. ‘ (Bass 1984: 26) To which Robert B. Reich answers: ‘Many Americans would prefer to think that Lee Iacocca single-handedly saved Chrysler from bankruptcy than to accept the real story: a large team of people with diverse backgrounds and interests joined together to rescue the ailing company. ‘ (Reich 1987: 82)Leaders On and Off the Organizational Stage 535 Reich points out that public opinion would like to see lacocca as an entrepreneur, a solitary world-maker, rather than a leader who represents a team of people joined in a common effort. His critique aims at the public veneration of world-makers, based on nothing more than their own claim to fame. What is interesting to us, however, is the fact that Reich stresses the difference between the entrepreneurs as solitary worldmakers and leaders who actually lead other people toward a common vision.It has been repeatedly stressed, especially in analyses of political leadership, that leaders express and embody the wishes of their followers rather than impose those of their own. The romanticizing tradition, which Reich criticizes, tends to equip the heroes of the day with the capacities of leaders, entrepreneurs and managers all rolled into one, where they lead the masses to worlds of their own making, waiting for nature to cooperate. In practice, however, not only should the three roles be divided among different people, but even their performance should be brought much closer to reality.If one talks to people employed by organizations led by charismatic leaders, one discovers that they learn about their leaders' visions from the mass media (sometimes from internal videotapes) and that leaders themselves, busy in the TV studio, only have a vague idea of what is happening in their organizations (Schwartz 1989). Organizations are run with the help of Standard Operating Procedures — of which culture is perhaps the most powerful — and impersonal control processes, the latter initiat ed and fed by many different actors, none of whom accepts responsibility for the actual course of events.The remaining pockets of autonomy are filled with individual creativity and self-control which rarely comes from the leaders (on leaders' necessary distance from organizational action, see Brunsson 1989). So, what is leadership all about? In 1978, at the dawn of the new leadership era, a curious book was published, entitled Leadership: Where else can we go? (edited by McCall and Lombardo), which included contributions from the greatest authorities in the field (Jeffrey Pfeffer, Karl Weick, Louis Pondy). The articles challenged all the conventional visions of leadership and came up with new images.The most famous of these was perhaps Pfeffer's article ‘The ambiguity of leadership'. Pfeffer stated that there was not enough evidence to indicate ‘either the effect of leadership or, more significantly, the conditions under which leadership might be expected to have more or less impact on organizational outcomes' (Pfeffer 1977/1978: 23). Leaders serve as symbols representing the personal causation of social events. Such personal attribution of causality is a confirmation of the feasibility to control events, one of the most important stakes in human beings' fight against destiny. Occupants of leadership positions come to assume symbolic value, and the attribution of causality to those positions serves to reinforce the organizational construction of meaning that provides the appearance of simplicity and controllability. ‘ (Pfeffer 1977/1978: 29) 536 Barbara Czarniawska-Joerges, Rolf Wolff Creating this ‘illusion of control' over fate (Brunsson 1989; Czarniawska 1985) lies at the core of leaders' symbolic performance. Leadership should be seen as a political, symbolic process and understood and evaluated in this perspective.While accepting this postulate, we propose to extend the symbolic perspective to the two other roles: entrepreneurs and managers. Entrepreneurship Reconsidered The late 1980s saw a revival of a long forgotten role: that of the entrepreneur, which, for a while, seemed to be petrified in one epoch: that of early capitalism. The contemporary version of this role, embedded into monetary supply-side capitalism, is well described by Kaplan: ‘To get things done through individuals striking out on their own' (1987: 86). The role is ven better understood when contrasted with that of ‘drones' (Reich 1987), that is, those who keep the empires and the big conglomerates going. Entrepreneurs, in the 1990s as in the 1880s, create new social and organizational realities. They work against the existing social structure, not by opposing it by e. g. political means, but by behaving as if the existing structure did not exist. By ignoring the established ways of thinking and action, they make dreams come true. Drones are then the carriers of entrepreneurial ideas. ‘Entrepreneurs' and ‘drones' ali ke represent two extreme personalities, born by two extreme social realities.Today's societal and economic structures tend to moderate both. On the one hand, revolutionary innovation became complex and inordinately costly; on the other, the everyday running of empires requires innovation and social change. Also, the individualism of entrepreneurship contrasts with the realities of everyday life and family structures, at least in the western industrialized part of the globe where we live and work. The freedom for acting out male dreams is curbed by women's emancipation, followed by changing division of work at home, and women's attempts to acquire managerial positions.The dual career problems and ‘glass ceilings' discovered by women in the corporate context leads to more and more women opening small companies of their own. A growing proportion of entrepreneurial businesses in Europe and Africa have been established by women. History will show whether these new entrepreneurs wil l also fall into the luring trap of empire building supported by traditional economic success criteria, or whether they will redefine entrepreneurship by tying it to different archetypes. IVIanagement Defended ‘. . . he executive leader is not a leader of men only but of something we are learning to call the total situation. This includes facts, present and potential aims Leaders On and Off the Organizational Stage 537 and purposes of men. Out of a welter of fact, experience, desires, aims, the leader must find the unifying thread. He must see a whole, not a mere kaleidoscope of pieces. He must sec the relation between all the different factors in a situation. ‘ (Follet 1949: 51) It was with these words that, as early as the 1940s, Mary Parker Follet tried to defend the need for management — rather than just for leadership.In the 1970s, Zaleznik launched the insightful thesis that while leaders are needed in times of crisis and change, managers represent the every day rationality of welfare and affluence (Zaleznik 1977; see also Czarniawska-Joerges 1989). Machiavelli, it seems, wrote for managers and not for leaders. Leaders ‘sometimes react to mundane work as to an affliction' (Zaleznik 1977: 201). ‘They may work in organizations, but they never belong to them' (1977: 205). The 1980s brought in a heavier assault: managers lacked not only leadership but entrepreneurship as well.Always a gallant knight of management, Peter Drucker asserts that they are all the same: ‘Management is the new technology (rather than any specific new science or invention) that is making the American economy into an entrepreneurial economy (. . . ) Entrepreneurship requires above all application of the basic concepts, the basic techne, of management to new problems and new opportunities. ‘ (Drucker 1985: 17) The concept of ‘intrapreneurship' (Pinchot 1985) is, in fact, the most extreme attempt to join management and entrepreneurship in the service of large organizations.Roger Kaplan comments drily: ‘For society to work, you need more than robust little capitalists' (Kaplan 1987: 89). Managers stand for rationality, as Zaleznik rightly pointed out, and they have not disappeared. As late as 1986, Hales asked again ‘what do they do? ‘ on his way to ‘clarification and synthesis between managers' behaviour and the management function' (Hales 1986: 112). We shall now look at all three from a symbolic perspective only. In this endeavour, we shall look for help in archetypical personages known from belles lettres. This is, however, an illustratory device, and is arbitrary in character.The readers are encouraged to look for other images or metaphors which render explicit that which the archetypes project into perceptions of executive roles as designed by both the actors and their audience. Why Are Leaders So Attractive? As we see it, the most appropriate figure representing the leader's role is that of Moses. It embraces, for example, the three leadership archetypes distinguished by Frost and Egri (forthcoming): The Warrior, the Healer and the Magician. A perceptive analysis of Moses' political leadership, rendered by Wildavsky (1984), provides a good example of what is expected of a leader.It took Moses 40 years to take the Jews to their land, although 40 days would have been enough, but he had everything 538 Barbara Czarniawska-Joerges, Rolf Wolff that a leader should have: a visioti, a will to lead, atid a cotitact with God. We do not intend to follow Wildavsky's intricate reasoning. For present purposes, it suffices to notice that Moses represents the epitome of male and paternalistic leadership (a nursing father, Wildavsky calls him, although his nursing methods were rather cruel). His fate also indicates the primarily symbolic role of the leader: he never reached the Promised Land, he was not needed there.The problem with Moseses is, that they have a tendency to sacrific e people in the name of obscure external sources of legitimacy. Additionally, common sense and good organization is not their speciality. Moseses are good in crises, but otherwise they are not the most efficient. In everyday life one contacts a manager of a travel agency to go to Israel. Does it mean that leaders are not responsible for what happens, because they do not actually cause it? Edelman answers this question in the following way: ‘They do identify themselves with particular courses of action and inaction and so deserve responsibility for them.But the assumption that leaders have caused the events for which they take responsibility is reductionist because it ignores the consequences of historical developments, material conditions, and interpretations of those conditions. Except as minor elements of a complex transaction, leaders cannot provide security or bring about change. ‘ (1988: 65) An opposite type of leadership failure is the refusal to perform according to a script expected in given conditions. Maybe it is actually the other side of the same coin, that is, an erroneous belief on the part of the leader that he or she is truly a causative factor.What is then perceived as successful leadership, if it is not the act of bringing about a change? It is a dramatic performance which fulfils the expectations of both audience and co-actors, while retaining contradictions in the service of dramatic effect, but limiting negative and threatening aspects to a necessary minimum; and, above all, a skilful use of stage set and a talented improvization, tuned to prevailing moods (see also Westley and Mintzberg 1989). These are very demanding skills; additionally, high visibility and high costs connected to failure contribute to the market value of this role.Last but not least, high salary and high perks prove, in themselves, that the leader is who he is supposed to be: the person who controls fate. The successful performance confirms the accuracy of the attribution. Why Are Managers Least Liked? Like the leader, the manager has also a symbolic function to fulfil: that of introducing and keeping order, opposing entropy. But unlike the leader, he is not given the splendour of a Moses-like performance. He is a Miser, or worse still, a Scrooge, without imagination, with his ridiculous common sense and care for money and things.Leaders On and Off the Organizational Stage 539 There are probably many mythical biographies representing the archetype of a manager. We took the Miser for his obvious similarity to an accountant. Misers are clearly comic characters, and we gladly laugh at them, as much as we need them. In the course of organizational life, however, this laughter becomes often bitter. Misers have a strong tendency to treat people as things. ‘Could anything be more cruel than this rigorous economy he inflicts on us, this unnatural parsimony under which we perforce languish? {The Miser, Act One) This is Cleante speaking t o Elise, but wouldn't we like to join him and La Fleche (‘A plague on all misers and their miserly ways! ‘) whenever we have spoken to our money-controllers? If the great leaders sometimes do a great deal of good by being othewise occupied (speaking to some god or other on some faraway mountain), managers sit at home, and manage: ‘Let us have you all in here. I want to give you instructions for this evening see that everybody has his job. Come here. Dame Claude, we'll start with you (. . . ) Your job is to clean up all round, and do be careful not to rub furniture too hard.I'm afraid of your wearing it out. Then, I'm putting you in charge of the bottles during the supper. If there's a single one missing or if anything is broken I shall hold you responsible and take it out of your wages. ‘ (Harpagon, The Miser, Act Three) A manager would, of course, find out the shortest way between Egypt and Israel and the cheapest means of transportation, and where would we be with our legend? Boland and O'Leary's (1988) amusing and insightful analysis of images of accounting in advertising illustrates this point very well.The advertisement artists attempted to project an image of a creative controller supported by clever machines but the laughable picture of a man with sleevelets and glasses always crept in. The enemy of creativity and change, the Miser nevertheless symbolizes order, the value which is just as indispensable to organization as control over the fate which Moses promised to his people. At any rate, manager is the one with the truly economic mind, ridiculous as it might seem to all who care about higher things. Why Are Entrepreneurs Admired and Feared? Who are entrepreneurs in terms of their dramatic performance?It is difficult to say as, unlike leaders and managers, who are limited to the political and/or organizational stage, entrepreneurs represent an everyman's dream of the successful life. They are Columbuses, treasure-hunters and Ho ratio Alger's heroes all in one. Their task is to create new worlds, often with a mainly pecuniary interest in the background. In a sense, their play is most often a tragedy, while leaders come from a drama and managers from a comedy. They might become Macbeths if things go wrong, but also inventors like Faust, who wanted to be immortal and succeeded — indeed, it depends on very individual moral judgement as to 40 Barbara Czarniawska-Joerges, Rolf Wolff whether we see Faust as a failure or as a total success. When successful, entrepreneurs acquire God-like (or Satan-like) properties in eyes of the rest of the people: those who can create worlds are to be both worshipped and feared. In the beginning was meaning — In the beginning was power — In the beginning was action — (Faust) How can one translate Faust's dreams into modern economic terms? One possibility is some version of the American Dream, joining the archetype of the adventurer and the entrepreneur . Take, for example, the story of Uncle Jake.In 1929, Uncle Jake left his family home and the horse-breeding farm inherited from his father in Connecticut for Alaska. His mother and friends stayed behind — that is, those friends who did not commit suicide after the Great Depression. The crash did not, however, influence Uncle Jake, neither economically nor psychologically: his optimism seemed enhanced by the dramas around him. This is how John Hawkes' epos Adventures in the Alaskan Skin Trade (1942) starts. It builds up a character similar to Ragged Dick and other Horatio Alger stories, but makes it clear that the economic success is only a means and not the end in itself, as in Faust.Ragged Dick, for example, was a self-made man, the intrepid capitalist, a person who became rich and made others happier by gambling on a new product or innovation. But Uncle Jake never got really rich. He stands for freedom, creativity and dream-building. The materialistic character of the drea m has to do with another aspect of the American Dream — success as measured by money (which in old Europe was usually measured by pohtical influence). The social costs Jake created by going to Alaska were enormous.He barely noticed his wife's death; his daughter became a prostitute (there were not many ways for symbolizing women's failure in life in those days) until the day when she managed to free herself from his influence and could reflect on her father: ‘He was an artist of adventurous life. The exclusivity of the adventure was more important to him than the treasures he constantly promised to me and my mother'. In the eyes of the daughter Jake was not an entrepreneur at all. He was only speaking as such. We are reminded of Iacocca again: has he created a world or did he only speak as if?In a radical thought of Goodman (1978), this difference is immaterial. Until somebody comes with a better story, Iacocca will remain the author of Chrysler's success in the eyes of the public. In his incisive analysis of the case of El-Sayed (the former chairman of a Swedish company who, after a dazzling success, ended up in prison), Kets de Vries observes: ‘All entrepreneurs need dreams, but in dreaming they are not always effective in distinguishing fact from fancy' (1990a: 683). When they succeed, this very trait is seen as a source of their success. Leaders On and Off the Organizationai Stage 541When they fail, they fail for the same reason. The line between a ‘dream' and a ‘distortion of reality' is a tentative one. But all of them, Fausts and Jakes and Dicks, have one thing in common; they leave behind a trail of broken hearts, crushed realities and, in general, extremely heavy costs (they are no Misers! ) In order to better contrast entrepreneurs with managers we can take another real-life but mythologized example, that of Columbus. As 1992 comes close and both Seville and Genoa are preparing for great celebrations, it becomes clear t hat Columbus ‘discovered' America due to his ignorance and mythomaniac tendencies.An Italian physician with a passion for geography told him, on the basis of several wrong estimations, that it is feasible to reach India by going there on an Eastern route. It has been said, by Columbus apologets, that he discovered America whereas other, better educated entrepreneurs did not. Actually, they did not because they were managers — in the positive sense of the word. Apparently, the Portuguese navigators knew very well that such a continent existed, had all the estimations correct, and planned the discovery of America as a next project after having reached India via the Western route.Whereas most of the Columbus biographers ridicule mental rigidity and lack of intuition on the part of the ‘managers' from the Portuguese School of Navigation, the more mundane interpretation would have it that they did not go to India via America because they knew it was impossible. As an a dministrator of the new land, Columbus and his two brothers gave an incredible show of incompetence and cruelty, to the extent that Ferdinand and Isabella were forced to call them back and appoint a new administrator.Such is then the story of Columbus — a real entrepreneur, as opposed to Columbus as a mythical personage (Mendelssohn 1976), but in both versions one thing is clear: entrepreneurs tend to trample over old worlds in their attempts to create new. Why should they be so hailed and respected, then? Because they also bring change, building new realities on the ruins of the old. Personages and Processes As we have attempted to show, it is an illusion that one role ‘conquers' the remaining two.We could go further and further back and, most likely, find the same (as Crozier's example of Saint-Simon already indicates): theoreticians quarrelling about which role is the best, and practitioners playing all three. The fashion of the day elevates one role above the other and then abandons it again. Now we need order, next we need change, and then we need to control our fate. What shapes the fashion, then? Reading the organization theory debate as it has evolved over the last 70 years, one acquires an impression that a demand for leaders, managers or 542 Barbara Czarniawska-Joerges, Rolf Woiff ntrepreneurs is dictated by organizations themselves — straight to the researchers' ears. Then, in an intellectual discourse about the functioning of organizations, the researchers establish which properties the executives should have. They inform the practitioners about what is desired and the practitioners try to follow norms as well as they can. The next wave of research results and theories brings new developments to light, the theory is perfected and the practice follows suit. Such an egocentric representation can be sustained only as a result of firm isolation from the political, social and economic context of organizing.Indeed, with few and unsyst ematic exceptions, organizational literature neglects what is happening in the world around organizations. Sometimes a simple agent called ‘market' comes into the picture, but even then just as a part of ‘environment' which is, indeed, more and more what organizations managed to enact around themselves. Organizations, the open systems, are for ever immortalized in a closed system of an artificially created frame of reference. We would like to point out that organizations act in historically shaped economic and political circumstances.If we bring these into the picture, the leadership debate can be portrayed, for example, as follows: Figure 1 1920s 1929 1930s 1939-1945 1940s 1950s An Historical Speculation Entrepreneurs Depression (economic crisis) Leaders WAR (poiiticai crisis) Managers Entrepreneurs (economic hope) 1960s 1968 1970s 1973-1975 1980s 1990s Leaders (poiiticai crisis) Managers (economic crisis? ) Leaders Entrepreneurs? The 1920s seemed to herald a recovery f rom the economic disaster of the 1st World War and the entrepreneurs were called for to create prosperity with their innovative thinking. The Great Depression brought an abrupt end to this dream.Frightened and in despair, people called for leaders. And leaders they got: Hitler, Stalin, Mussolini, Churchill, Roosevelt. We shall not plunge into what many historians, on many occasions, have analyzed with delight; was it chance, a historically determined development, or all of those. We assume that people try to attribute meaning both to random events and to planned action. It is this factor that stands for the continuity in the process, and not mechanically connected chains of causes and effects. The war made people wary of leaders and gave rise to operational research in the U. S. A.Managers were also welcome in Europe where a big job of restructuring the post-war economies was started. It became possible to think in terms of economic challenge, not only in terms of economic necessity . Entrepreneurs acquired room to play. Slowly, the Leaders On and Off the Organizational Stage 543 prosperity became feasible and leaders were needed again, to push forward and expand their successes. The imperialist ambitions and the failure of new, democratic leaders brought the political unrest of the Sixties. Throughout the rational 1970s, managers were in vogue, to introduce some order and rationality into the world.The oil crisis, however, left in its wake the realization of a possible world-wide economic crisis. People turned to leaders again. As the crisisfeeling dissolved, however, the leaders were somewhat diminished in importance. It was Gorbachov, at least so long as he behaved as a political entrepreneur, who collected the popularity laurels. This is, of course, only one of several possible stories. We do not claim the monopoly on the one and only true story — rather, we would like to see more historical organizational research that traces down social, and not qu asi-biological (as in population ecology) developments.Additionally, such stories would have to pay increased attention to the rhetorics that are used in telling them (McCloskey 1986). In this paper, for example, we have used what is considered to be a chauvinist language: we have spoken of executives as if they were men. This was done on purpose: the dramatical metaphors gave us an additional insight into a matter that is becoming fashionable now, namely, why are there so few women leaders? Simply, the roles are not the female roles.There are, of course, some convincing performances, especially by female Moseses, such as Ghandi or Thatcher, but nevertheless their performance is reminiscent of Shakespearean times when men performed all female roles: brilliant but artificial. Archetypical female roles are hard to fit into modern organizations: neither Dame aux Camellias nor Mother Svea have good chances, at least not in executive roles. In this respect, the organizational theatre has a very traditional repertoire. Researchers As Theatre Critics The question that concludes our paper and, hopefully, starts a discussion is: What should — or can — researchers do?Shall we contribute to the debate as participants? Shall we attempt to unmask and deconstruct it? Shall we write new scripts or ironize the old ones? Holding to our theatre metaphor, we see our choice as analogous to that facing the theatre critics. We can opt for what we ourselves like best, or prompt the directors to keep the public content, or to keep the public on its toes. Over time, however, we should be able to arrive at a more systematic reflection on the organizational theatre. It would be illuminating to be able to follow the process of ppointing and dismantling the ‘favourites' in the social consciousness; to see when and how people reach to the repertoire of archetypes to exchange the last one for another. 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Intension to Use Mobile Banking in Myanmar

Htet Khine Soe Student of Graduate School of Business, Assumption University, Thailand Rawin Vongurai, Ph.D. Lecturer of Graduate School of Business, Assumption University, Thailand  Literature ReviewMobile banking is studied the most value-adding and necessary mobile commerce application (Baptista and Oliveira, 2015; Malaquias and Hwang, 2016; Chaouali, W., Souiden, N. and Ladhari, R. (2017)). Laukkanen and Kiviniemi (2010) defined mobile banking as â€Å"an interaction in which a customer is connected to a bank via a mobile device such as a cell phone, smartphone, or personal digital assistant†. Mobile banking services admit the customers to check account balances, transfer funds between account to account, and make mobile top-up bill and others payments. They have a huge potential market because of their always-on functionality and the option for customers can open their own mobile wallet accounts at anywhere of without needing to pay a visit to the bank.Perceived ease of use (PEOU)Davis (1989) described the perceived ease of use that â€Å"the degree to which a person believes that using a particular system would be free of effort†. It is the terms which a customer believes that a system is easy to learn or use. This system is similar to the complexity system used in innovation diffusion theory (IDT) (Rogers, 1995). Mobile banking technology should be simple and easy for the customer to understand in order to enhance acceptance (Chitungo and Munongo, 2013; Mortimer, G., Neale, L., Hasan, S.F.E. and Dunphy, B. (2015); Koksal, 2016). The factors affects the complexity in mobile banking system such as navigation problems, a small screen size, and transaction issues. Venkatesh (2000) found the perceived ease of use by integrating internal control (computer self-efficacy) and external control (facilitating condition) into technology acceptance model (TAM). The other studies (Davis, 1986, 1989) also pointed that perceived ease of use can impact perceived usefulness because other item being equal the easier the technology is to use the more useful it can be. The research in mobile banking system shows that perceived ease of use has significant effect on perceived usefulness.Social influence (SI)The theory of reasoned action (TRA) and its additions (Fishbein and Ajzen, 1975) require that human behavior is followed by intentions, which are designed based on an individual's attitude towards the behavior and perceived subjective norms. Venkatesh et al. (2003) represented subjective norms as social influence, which is derived from theories such as theory of reasoned action (TRA), theory of planned behavior (TPB), decomposed theory of planned behavior DTPB, TAM2, C-TAM-TPB, the model of PC utilization (MPCU), and image in IDT. Social influence mentioned an individual's perception of other people's opinions if he or she should perform a particular behavior. The studies of mobile banking adoption have shown a relationship between social influence and intention to use mobile banking (Laukkanen et al., 2007; Amin et al., 2008; Riquelme and Rios, 2010; Puschel et al., 2010; Sripalawat et al., 2011; Dasgupta et al., 2011; Tan and Lau, 2016).Computer self-efficacy (CSE)The derivation of self-efficacy is social cognitive theory (SCT) (Bandura, 1986). Self-efficacy expectation is the â€Å"conviction that one can successfully execute the behavior required to produce the outcomes† (Bandura, 1977). Additional, â€Å"expectations of self-efficacy determine whether coping behavior will be initiated, how much effort will be expended, and how long it will be sustained in the face of obstacles and aversive experiences† (Bandura, 1977). Self-efficacy belief is termed computer self-efficacy, which is termed as one's perception of his or her ability to use a computer (Compeau and Higgins, 1995). In the mobile banking, if the customer believes that he or she has the required knowledge, skill, or ability to operate mobile banking, there is a higher chance of trying to usage the service. Through this hypothesis, the study explores whether a customer has the self-confidence to use mobile banking. Previous studies have exposed empirical evidence of a causal link between perceived ease of use and self-efficacy (Luarn and Lin, 2005; Wang, Y.-S., Lin, H.-H. and Luarn, P. (2006); Sripalawat et al., 2011; Jeong and Yoon, 2013).Perceived financial cost (PFC)The cost incurred in conducting mobile banking could slow its adoption. In the mobile banking, the cost has been found to be a major barrier to adoption (Yu, 2012; Hanafizadeh, P., Behboudi, M., Koshksaray, A.A. and Tabar, M.J.S. (2014); Alalwan, A.A., Dwivedi, Y.K. and Rana, N.P. (2017)). The cost incurred consist of the initial purchase price, equipment cost, subscription charges, and transaction cost. Perceived financial cost is the extent to which a person believes that using mobile banking would be costlier than other options (Luarn and Lin, 2005).Security (S)Security is a serious concern when conducting financial transactions through electronic channels. Hence, this could be one of the main barriers to the adoption of mobile banking, as personal or financial information could be exposed and used for fraudulent activities. Kalakota and Whinston (1997) defined security as â€Å"a threat which creates circumstances, condition, or event with the potential to cause economic hardship to data or network resources in the form of destruction, disclosure, modification of data, denial of service and/or fraud, waste, and abuse†. Mobile banking contains more uncertainty and risk to the customer. In the mobile/wireless environment, security can be considered as the mobile payment-enabling application security, network security, and device security. The security mechanism of mobile banking has a positive effect on intention to use.Trust (T)Trust can be defined as the willingness to make one vulnerable to actions taken by a trusted party based on the feeling of confidence or assurance (Gefen, 2000). Masrek et al. (2012) defined trust in mobile banking as â€Å"the belief that allows individuals to willingly become vulnerable to the bank, the telecommunication provider, and the mobile technology after having the banks, and the telecommunication provider's characteristic embedded in the technology artefact†. Trust shows a significant role in the adoption of mobile banking, helping customers overcome the fears of security/privacy risks and fraudulent activities in the mobile channels (Gu et al., 2009; Zhou, 2011; Afshan and Sharif, 2016). Trust is improved by the security mechanisms provided by mobile banking services. Customers are more likely to trust the new service if adequate security is provided for their transaction data. The researchers such as Komiak and Benbasat (2004) have noticed trust from the emotional point of view and defined as the extent to which an individual feels secure and confident about relying on the trustee. Ennew and Sekhon (2007) have defined the trust as â€Å"individual's willingness to accept vulnerability on the grounds of positive expectations about the intentions or behavior of another in a situation characterized by interdependence and risk.† This definition combines both the emotional as well as cognitive dimensions of trust. Therefore, consumer trust could be described as a function of the degree of risk involved in the situation and it is basically needful only in uncertain situations.Behavioral intentions (BI)Intention is defined as a prediction of actual behavior in socio-psychological studies (Bagozzi, 1989). The studies evidenced that intention is a prediction of actual behavior. Bae (2014) point out that intentions are powered by a person's attitude, norms an d self-control. This study is founded Ajzen's Theory of Planned Behavior. The theory is used for behavioral intentions. It emphasize that a person's behavior is intentional is the result of attitude, subjunctive norms and self-control. Behavioral intention is also described as the extent to which users are willing to use a technology (Carlsson, Carlsson, Hyvonen, Puhakainen ; Walden, 2006). The subjective norm construct for behavioral intention is the most supreme antecedent (Ajzen, 1991). The theory of planned behavior (TPB) explains the purchase intention (Ajzen ; Madden, 1986). The theory of reasoned action (TRA) describes that performance of behavior is presented by the intention to carry out the behavior itself (Warshaw, 1980). The theoretical studies point out that intentions predicts a person's behavior. This view align with a context of BI to use customer intention of mobile banking system for this system.Research Framework and MethodologyResearch ObjectiveThis study proposed to identify the factors influencing acceptance and adoption of mobile banking systems in Myanmar and develop the behavioral intention to use the mobile banking in the Myanmar banking sector.Conceptual FrameworkThe conceptual framework of the study is adopted from the theoretical framework of Intention to use mobile banking in India (Sindhu Singh and R.K. Srivastava, 2018). The framework using in this research to find the customer intention to use the mobile banking system in Myanmar. To these study the factors consists of self-efficiency, perceived ease of use and social influence and intention to use. The other factors included security, Trust, and perceived financial cost, which are recognized to influence mobile banking acceptance(Luarn and Lin, 2005; Lee et al.,2007; Zhou, 2011; Yu, 2012; Hanafizadeh et al., 2014; Afshan and Sharif, 2016). The bank customer has many digital payment system to use than mobile banking where these six constructs play an important role. The study aimed that if the mobile banking system is easy to use, customers have the self-confidence to use and it is secure, trustworthy system, and cheaper than other digital payment system, more customers will be willing to use mobile banking system. Thus, the conceptual framework is developed to study the factors of influencing to use mobile banking in Myanmar as shown in Figure 1.HypothesisThe hypotheses of this research based on the conceptual framework to find the relationship between Self-Efficacy, perceived ease of use, Social Influence, Security, Trust, perceived financial cost that influence the customer intention to use the mobile banking in Myanmar. There are four hypotheses in this study are as follow;H1:Self-efficacy has significant influence on perceived ease of value of mobile banking system.H2: Self-Efficacy (H2a), perceived ease of use (H2b), Social Influence (H2c), Security (H2d), Trust (H2e), perceived financial cost (H2f) have significant influence on intention to use mobile banking system.H3: Security has significant influence on Trust of mobile banking system.H4: There is a significant mean difference in monthly income level on intention to use mobile banking system.Reliability MethodologyThis research was conducted by performing the qualitative analysis for the adoption of mobile banking systems in Myanmar through a survey method. The survey was carried on in form of online and offline questionnaire to collect all required data. The convenience and snowball sampling techniques were used as non-probability sampling for the data collection. There are three parts of in questionnaire which are screening question, Likert scale and demographic. Measurement of Conceptual Framework and Variables The target respondent of this research were people who live in Myanmar and have used mobile banking system. The literature review was conducted to ensure that the model were appropriate for developing the conceptual framework and to understand all variables incorporated in this study. A five-point Likert scale was applied to test all hypotheses by ranking from strongly disagree (1) to strongly agree (5) throughout this study to measure the hypotheses. Population and sample The research questionnaire was distributed through the online and offline based survey with 200 respondents answered to the survey. The questionnaires have been distributed using sampling techniques of the convenience and snowball methods in order to obtain the data. The people who live in Myanmar continuously 6 months and have used the mobile banking system were selected as target respondents for this study.Reliability TestThe reliability test and validity of the questionnaire was established the pilot test by distributing 30 respondents. Cronbach's Alpha Coefficient was considered to examine the reliability level of each group of items included in the questionnaire. The test result of independent variable is consistent the requirement standard with Cronbach's Alpha Coefficient higher than 0.6 (Cronbach, 1951). The Cronbach's Alpha Coefficient result in a range between 0.733 and 0.899 which is greater than 0.6. Therefore, the questionnaire developed for this study is fully achieved the standard required for reliability test. The result is shown in Table 1. Table 1:Consistency of the scales test (N=30)Variables Number of items Cronbach's AlphaPerceived ease of use (PEOU) 2 0.752Social Influence (SI) 3 0.733Computer self-efficacy (CSE) 2 0.789Security (S) 3 0.842Perceived financial cost (PFC) 3 0.748Trust (T) 4 0.836Behavioral Intention (BI) 4 0.899

Crime and Victimization Essay

In our scenario, Dr. O’Donnell touched on the psychodynamic theory of crime. This theory suggests that a person commits a crime because of an unbalanced or antisocial personality. These offenders may have also been bulled or abused as children which may have led to their instability. An example of this theory is the case of Adam Lanza. On December 14, 2012, Mr. Lanza entered Sandy Hook Elementary School in Newtown, Ct and opened fire on the school. He shot and killed twenty children and six adults before turning the gun on himself. According to investigative reports, Mr. Lanza was shy as a young pre-teen and then developed into a mentally unstable adult who was a virtual recluse and had an obsession with mass murder and war. Although Mr. Lanza was taken out of public school at 16 and homeschooled by his mother, there was nothing to suspect he would later commit such a horrible act. There was no indication of a motive and because Mr. Lanza took his own life we will never know w hy. There are some indications he had an obsession with mass murder and collected numerous paper clippings and stories of these crimes especially the Columbine High School shooting, however, there were no indications of abuse. This leads us to believe that a mental or personality disorder may have been at play. Unfortunately, crime is everywhere around us. In my own metropolitan area there was recently a horrible event. On January 26 Darion Aguilar arrived at Columbia Mall in Columbia, Md. He hung around the mall for a short while before assembling a shotgun in a back room then opening fire at a retail store killing two people then himself. Howard County Police department were called and investigated the incident. They found that Mr. Aguilar had no criminal record and legally purchased the gun he used about a month before the incident. Because this was an event that took place locally the Howard County Police Department had jurisdiction over this case. This was appropriate because it did not cross state lines or involve drugs or other  illegal activity. While the S.W.A.T team was deployed no other agencies were actively involved. Recently our neighborhood was attacked by a group of juveniles from another local area. Some of my neighbor’s property was destroyed, windows broken, and numerous items stolen. Our community sits off of a major highway, however, it is not very well lit and we do not have a security person or Neighborhood Watch group. If we were to adopt Sgt. Evans’ suggestions of adding more lights and video cameras, I think we would have a better chance of making sure this type of thing doesn’t happen. Also, I feel like if we were to add a Neighborhood Watch program and we all became actively involved in it, we would see that these kids would be deterred from coming around. I also think that it would be a good idea to enforce the curfew rule we have in place now. Children under the age of 18 are to be indoors by 9 p.m. during the week and 10 p.m. on the weekends. I feel like the parents of the kids who are causing problems need to be held responsible to some extent. If they made sure the kids were in at curfew then again we would not have such a problem. References Information retrieved from: www.cnn.com/2013/11/25/justice www.wjla.com/articles/2014/01 www.washingtonpost.com/politics/SandyHook

Importance of Mathematics and statistics to Economics Essay

INTRODUCTION Statistics and mathematics are everything to economics. infact statistics and Mathematics, the economic field wouldn’t even exist. Economist need statistics to represent data, to track and store information, to identify trends, to attribute value and mathematics to calculate those figures.The way to look at the relationship between statistics and economics is that economics is essentially the study of human decisions and trends, and how these have a financial impact. Economists rely on information to form analyses, understanding and opinion on the human activity that they are scrutinizing. This information comes in the form of statistical data. Statistics is the core around which economic deductions are built. It highlights the relationship between figures that would otherwise be meaningless, and is key to economic analysis. An example of this would be an economist trying to analyze the performance of a car manufacturer over the period of a year. Figures that show the car manufacturer’s sales, profits, costs, and other important economic information would be relayed through the use of statistics. Although people would be right to argue that economics requires more than just statistics (for example, it also relies heavily on understanding and monitoring of sociological factors), it’s undeniable that statistics form an integral part of what economics is all about. Infact the Role of mathematics and Statistics to the field of Economics cannot be over emphasized as we look at the below outlines IMORTANCE OF STATISTICS Statistics is the area of mathematics we use to explore and try to explain the uncertain world in which we live. You may be familiar with the use of statistics in opinion polls and market research, but it is also central to the manufacture and testing of many products, and, in particular, showing that modern drugs used in the treatment of disease in humans and animals are effective and safe. USE FOR PREPARING ACCOUNT Statistical methods are used for preparation of these accounts. In economics  research statistical methods are used for collecting and analysis the data and testing hypothesis. The relationship between supply and demands is studies by statistical methods, the imports and exports, the inflation rate, the per capita income are the problems which require good knowledge of statistics.Statistics are everything to economists. Without statistics, the economic field wouldn’t even exist.