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Research questions for Tax Dissertation



  1. Why did the EU from single markets
  2. Why taxes are are not harmonized
  3. What are the benefits and disadvantages of tax harmonization?


Theoretical framework:


In theoretical framework, it is to require showing relationship between dependent and independent variables, and it is necessary as well to identify moderating and intervening variables. For current research work, harmonization taxes are to be taken as dependent variable while EU single market is supposedly considered independent variable. On other hand, mobility factors within European Union territory is tagged with moderating entitlement. The role of moderating variables is to cause incremental into the relationship of dependent and independent variables.


Research design:


As far as research methods are concerned, we have decided to collect data from secondary sources. On other hand, we can take design a poll on different social networking sites in order to have customer opinion towards our topic. Taxes statistics can be consulted for the sake of bit of help in understanding the importance of taxes for government projects. However, it is hardcore for governments as to invest in public development projects without having fund in public accounts. therefore, government can never stay out from all this because it is some how mandatory for its survival. Government employee’s salaries and expenditures allusion to tax income. Government doesn’t have any other source of income.


Research methods:


It is required from us to take help from some of important and vital research methods for the purpose to make research work significant. For this particular reason, we are supposed to employ statistics techniques. Hence, we will be employing ANOVA table, Percentile analysis, statistic summary, and confidence interval measurement. We can not go blind without knowing the soul of research study. On other hand, ratio analysis specific technique has to be employed as well because it is quite essential to know about mobility rate, and annual turn over of all European states. External competition doesn’t like this coalition between European states as tax harmonization causes increment in tax rates thence it would be becoming difficult for small and medium enterprises to be survived in external competition. Commission is therefore required to formulate policies with full vigilance otherwise the day is nearer when market never allow to small competitor to keep carrying its business in longer means. Brutal marketing strategies


Conclusion:


European commission had decided many moons back in history to follow symmetry tax charges. With the passing time, it has become necessity of time that higher earning industries have to be put tax requirements as for enabling government to perform in better sense. Government projects can never be run without tax money. Hence, government is not among the earning bodies thus it runs with people money given in the shape of taxes. Single market operations will be devastated what if it are to be imposed higher tax rates. External competition has dug its position against European Union inside situation. it is ready waiting for good time, and whenever it gets chance then it will conquer each thing.  There is no doubt about it that single market operations are the biggest power themselves, and bigger threat for international companies.


Reference:


EC regulatory authority (2010) ‘Single market for goods; market surveillance’ from http://ec.europa.eu/enterprise/policies/single-market-goods/regulatory-policies-common-rules-for-products/new-legislative-framework/market-surveillance/index_en.htm [16/11/2010]


George Osborne (2008) ‘European single market’ from http://www.politics.co.uk/briefings-guides/issue-briefs/foreign-policy/european-single-market-$366685.htm[16/11/2010]


Tom stults (2004) ‘Tax harmonization versus tax competition: a review of the literature’ from http://economics.about.com/cs/moffattentries/a/harmonization.htm [16/11/2010]


McEnaney (2008) ‘Tax harmonization by back dor threaten our economic survival’ from http://www.independent.ie/business/irish/tax-harmonisation-by-back-door-threatens-our-economic-survival-1353847.html[16/11/2010]





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THE EU’S SINGLE MARKET; THE IMPACT OF A FAILURE TO HARMONISE TAXES



Introduction:

EU single market operations have been installed in 1985 for the purpose to make movement within European Union countries without technical, physical and tax related barriers. However, the main aim of European Union committee was to stimulate commercial and industrial expansion as by attaining unified market operations in the favor of European countries. Later on, it became a great threat for whole world because developed countries came to this side for giving tough time to whole world. In single market operations; companies may take couple advantage over rest of competitors as EU companies may expand their manufacturing plants around EU countries. For instance, fabric manufacturing companies don’t afford extra expenditure on employees therefore they prefer to open up their manufacturing plants where they can find cheap labor rates. Hence, they open up such setups in where they can find their desired advantage. in single market operations activities used to be interlinked with each other therefore its main purpose is to produce products for community market. On other hand, a holding authority is needed to control all these functions on ground level that is European Union, which is supposed responsible for taking care of community harmonization legislation. They need to ensure health concerning issues covered by manufacturer. Hence, single market operations used to be surveillance by regional authorities as for knowing the convenient and promising features available by company to its valuable customers. (EC regulatory authority (2010).



As far as objectives of single market are concerned, the intentions behind in coalition of market forces are to merged together in order to work freely and unified system against external market forces. European Union member states don’t want to let any other state allow interpenetrating through loopholes therefore a joint action has been taken against dominant market elements. For this particular reason, emergence of euro currency came into experience, which is good sign for all European countries as it protected them from the worries of exchange rates. Single market operations don’t offer tax constraints to companies. Thus, companies can carry their equipment and plants within specified region.

Research objectives:

  1. We want to study EU single market operations
  2. We want to investigate the impact of a failure to harmonize taxes.
  3. We want to investigate the role of EU single market in the context of tax implementation.
  4. We want to study; why problems can this cause





Movie Analysis Paper Writing Help



The movie which has been selected for this assignment is Wall-Street in which the event of margin call has been discussed. Charlie Sheen and Michael Douglas star in Wall Street, director Oliver Stone’s depiction of the greed and excess that dominated American business and finance during the 1980s. Douglas received Best Actor accolades from the Academy Awards, Golden Globe Awards and the National Board of Review for his role as an unscrupulous Wall Street trader.


In the movie, a character is Ma Yun who was the leader of the traders, let’s see what leadership style he used in the movie to motivate their employees.


There are a number of leadership styles are present but the style adopted by MA YUN is peacock leadership style which often called Charismatic leadership style. The word Charismatic has been derived from Charisma which is a basic instinct or nature of a person. Charisma is in the personality of a person which attracts the followers. There is a positive effect of the charismatic personality of a leader on his follower. A Charismatic personality of a leader effectively influences on the employee’s performance and also helps the employees in directing their performance without any undue influence. Charismatic leadership also called transformational leadership style. So, we will use these both of these terms interchangeably.


The leadership style adopted by MA YUN is transformational and in the mean time theory X style as well. Theory X style is a style in which the manager thinks that employees love their work and can not be forced to accomplish the task (Lussier & Christopher, 2009). By reading the movie, it can be said with authenticity that MA YUN supports his employees. MA YUN believes on the Maslow theory to meet the basic needs of his employees. He never does undue influence on his employees regarding the work done and for any other thing. The biggest positive node for the employees is that the boss trust them and according to the employees of MA YUN, “This person is very confident and trustworthy with a kind heart” and never laid down his any employee. Peacock leadership style adopted by MA JAU consists of a number of personality traits includes individual charm, unusual cohesion, ability to enhance interpersonal relationship and self confidence.


All of these things have been found in the personality of MA YUN. The best thing found in this person is Self Confidence and his ability to enhance long term interpersonal relationship with his employees and colleagues. According to his employees confidence is in the eyes of this person which makes his personality really charismatic and the charisma is enough for the employees to direct their performance. Due to the nature of MA JAU as a theory X manager, his employees are self motivated and confident and have full confidence on his leader. MA JAU always cares for his employee that is why he always uses effective methods of incentives for the employees.


By reading all these discussions do not assume that MA JAU is a soft person who can compromise because MA JAU never compromise on the work and target achievement. He will be very kind and gentle with you if you really want to work with heart or if not then he probably does not needs you.

References


Dereli, M (2010), Different Leadership Styles, John Wiley & Sons Professional Publications


Hellriegel, D & Slocum, J (2007), Organizational Behavior, London, Oxford University Publications


Kippenberger, T (2002), Leadership Styles, New York, McGraw Hill


Lussier, R & Christopher, A (2009), Leadership: Theory & Applications, Pearson Group Publications


Lawrence, J & Gitman. N (2008), The Futures of Business: The Essentials, Prentice Hall Publications


Mehrota, A (2008), Leadership Styles of Principals, Prentice Hall Publications




Paper On Leadership Potential



Leadership is one of the most important things in the literature of management (John & Robert, 2009). According to the organizational officials, management is basically a synergy of 4 things which particularly are planning, leading, organizing and controlling. From the organizational perspective, the brainchild which accumulates and binds each of this concept in a single one is called leadership potential. According to me, if a leader has potential than there is nothing which can stop him from ad hoc growth and prosperity. According to the self insight leadership template, my quantitative result is 3 which means that the leadership style I wish to adopt will come under the ambit of above the benchmark and it’s mean that I have the potential to lead a team in a well professional and ethical manner. This particular interpretation also apprise the reader that how much important is the essence of potential in a leader.


Transformational Leadership Style

Transformational leadership style is a style adopted by the leaders to take out as many work as they can from their employees without any coercive and harsh behavior (John & Robert, 2009). Transformational leadership is basically a style of leadership which shows that the employees are eager towards their work and will give their hundred percent performances without any influence. Due to its effectiveness, I have given full marks (4) in the insight template which shows that the result is above the benchmark.


Charisma in the personality

Charisma is the factor of personality trait which means that the leader has a charismatic and attractive personality (John & Robert, 2009). In the leadership assessment template, I have given 4 marks against this particular question which means that the charismatic personality has a large proportion in the overall leadership assessment.


Communication Apprehension

Due to the communication apprehension, the level of interaction among the leaders and employees will enhance (Armstrong & Baken, 2007). I have given “4” again for this particular element in the template which shows that how important communication is for a leader from the long run perspective of an organization.


Mindfulness

It is a common saying that a fool can not be a leader or manger. Management and leadership is the game of mind (Armstrong & Baken, 2008). By considering the same, I have given 3 marks to this particular element which shows that the result is above the benchmark level of 2.




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Darwinism of Dissertation Writing



Darwan set the parameters of institutionalism, and process oriented mechanism. However, a pre-settled connection has been notified among evolutionary theory and Dawanism. He was the creating mind behind theory of evolutionary for specifies. Furthermore, theory of evolutionary is to be in the hands of different philosopher of different time periods. They all added fruitful contribution with respect to their own observation. Evolutionary theory doesn’t refer change essential for seeing lucrative developments. Changes are processes influenced by traits, hereditary, selection and variation etc. second skepticism about evolutionary theory is that it has been associated along the far reaching doctrine of laissez faire. Hence, this theory has made a direct link with liberalism and conservative. Darwinism has merely distinctive characteristics as of actor network theory. From social science views, it is important to realize that Darwinism isn’t an alternative to a detailed explanation of social phenomena. Management accounting change is some how guided by Darwinism, but some of refinements are still required.


Actor network theory:


Actor network theory belongs to esthetic management accounting innovations. Herewith, better understanding is required in order to be well informed about accounting change. Therewith, changes made by using fundamentals of actor network theory have been noticed in Georges Perrin method, and activity based costing. Hence, there are three different ways for determining the worth of organizational change. For instance, diffusion of innovation, innovation agents, and time frame etc. actor network theory pays minute attention on to change process. As far as accounting change is concerned, it is non linear within which success or failure of technology can never be projected along given social factors list. Therewith, success and failure are either due to social achievements of different human or non human actors. People who believe in innovations are called innovators. (Simon alcoffe. Nicolas Berland, Yves Levant (2008)


Accounting system & control:


When the word system come thence accounting systems is found with constitutional organizational routines and rules. Institutional economics frame the change as ongoing relationship amid institutions and actors. Conventional wisdom sketches management accounting change in terms of big source of information particularly for management planning and controlling. Herewith, evolutionary theory is evidently found for developing a framework for conceptualizing management accounting change. This theory is felt oblige for fascinating to rule based behavior and routine organizational systems and practices. Therewith, management accounting change is a system either, not overwhelmed phenomena that leads to distracted pathology. Modiger and miller gave clues of three interlinked theories such as institutional sociology theory, economics theory and institutional theory etc. herewith, previously formulated rules must be modified as by considering current era requirements. For instance, budgeting procedures has been laid down in budgeting manuals. However, these weren’t having any existence before the commencement of acknowledgement of the legal status of merger and acquisition.


References:


Burns, J. ( 2000). The dynamics of accounting change. Inter-play between
New practises, routines, institutions, power and politics. Accounting
Auditing & Accountability Journal 13 (5), 566–596.


Burns, J., Baldvinsdottir, G. (2005). An institutional perspective of accoun-
tants’ new roles – the interplay of contradictions and praxis. European
Accounting Review 11, 725–757.


Lounsbury, M., (2008). Institutional rationality and practice variation: new
directions in the institutional analysis of practice. Accounting, Orga-
nizations and Society 33 (4–5), 349–361.


Tobias Johansson, sven siverbo (2009) ‘why is research on management accounting change not explicity evolutionary? Taking the next step in the conceptualization of management accounting change’ management accounting research journal, 20, p146-162.


Simon alcoffe. Nicolas Berland, Yves Levant (2008) ‘Actor networks and the diffusion of management accounting innovations: A comparative study, management accounting research 19, pp.1-17.





Evolutionary theory of My DIssertation



This theory had been presented by thorstein veblen, whose work had some extremist elements about the concept of institutionalism. Hence, he was strong supporter of cumulative causality and process oriented viewpoint. Charles Darwan highlighted the same points in his species theory. Herewith, evolutionary theory differs from institutional theory. Veblen hauled up economics, not as an evolutionary science. Evolutionary theory can demonstrate management accounting change in the best possible manners. Herewith, full potential of evolutionary theory hasn’t been fully utilized for management accounting change. (Lounsbury, M., (2008).Evolutionary theory has been grounded with set of thoughts that it incorporates only to gradual and often slow changes.


What if this particular limitation took off from this respective theory thence core understanding about management accounting change can be improved. As far as general conception of management accounting is concerned, it’s the outcome of the relationship of bookbinding interrelation between evolutionary sub processes of retention, selection and variation. Hence, change and continuity are both seemingly evolutionary outcomes. Institutional economics prospective can be improved as if conception about evolutionary is not to be felt gradual or slower. Parameters of institutional theory must be set evolutionary. It is probably the righteous way to be at safer position. True soul of change management can never be installed unless foundations are understood well. Herewith, evolutionary process has resemblance with process oriented revisions of the word change.


However, management accounting change in organizations work a bit differently as it includes random elements, selection of efficient forms of inertia, and change over the time. The only thing that is constant is change itself whilst, everything is changing with minor and major variations. Management account in a context of instutional cumulative causality where management accounting behavior is swayed by rules, institutions and routines etc. accounting rules are to be coupled with various management accounting methods and mechanisms. For instance, performance measurement, costing and budgeting. In synthesis, procedural requirement of any model never change.


Herewith, accounting fundamentals never spell against the human particular behavior in the context of management accounting. Extensive practices of decided rules take accountants to adopt it in their working as a routine. Herewith, routines used to be actually deemed the way of happening thing in the appropriate way. Routines are a form of collective habit. Routines have supposition to be repeated in chronological patters that are often consisting of tacit knowledge. Thus, routines cause to be repeated reflexively by an actor with his behavioral practices. Routines and procedural rules have interred connection with each other. Rules become routines in management accounting discipline. On other side of the flip, routines some times become rules of work. In addition to it, taken-for-granted assumptions put loads of light on human actor and the way as to how he used to be influenced.


On other hand, institutions and human behavior are two different conceptions. Institutions often make necessary alterations in human behavior. On contrary, human actor adhere with strong act may reshape institution as well. Evolutionary theory is vial for searching routines as with the identification of unprofitable activities that is merely used in initiating make-buy decision in organizations.  (Tobias Johansson, sven siverbo (2009)





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