Essay on The Death of Ivan Ilyich Spiritual Awakening

The Death of Ivan Ilyich:nbsp;nbsp;nbsp;Spiritual Awakeningnbsp;nbsp;nbsp;nbsp;nbsp; nbsp; He went to his study, lay down, and once again was left alone with it. Face to face with It, unable to do anything with It. Simply look at It and grow numb with horror (Tolstoy, 97). Death takes on an insidious persona as it eats away at Ivan Ilyich, a man horrified at the prospect of losing his life. Even more horrifying is the realization that despite his prominence and prosperity as a Russian high court judge, Ilyich has done nothing to make his life worth saving. The Death of Ivan Ilyich begins at the end, with his associates receiving the news of his passing. Here, Tolstoy emphasizes the diffident attitude the living†¦show more content†¦From here, he develops a mysterious degenerative disease that causes him great pain and mental anguish. His familiars remain indifferent to his plight, driving him to greater anger, despair, and desperation. With exhausting pain and sorrow, Ilyich reassesses the value of his life in his final hours, allowing him to confront his imminent death with greater honor than he had ever achieved in his life. The pathos of these ending scenes display Tolstoys brilliance in characterization. Through his grotesque description of the illness itself: the morphine shots, reoccurring pains, and the degradation of assisted bowel movements, Tolstoy yields not only audience sympathy, but actual empathy for poor Ilyich. Suffering, under any circumstances, is universally understood. So too, is the terrifying prospect of losing ones life. Whereas no one around him can understand and react to his misery, the reader is driven to pity him. The death of Ivan Ilyich comes as a relief to all. Ilyich is relieved from the pain of dying and living a lie, his friends and family are relieved of obligation to the dying man, and the reader is relieved of a most harrowing emotional journey. Initially, Tolstoy presents himself with a formidable challenge, eliciting compassion for a character that does not ostensibly deserve any sympathy. However, Tolstoy expands Ivan Ilyich into a complex protagonist with artlessShow MoreRelatedThe Appearance Of Gerasim Brings Light For The Gloomy Story1271 Words   |  6 Pagesopposite of Ivan, and he has all wonderful virtues. He has kindly seen his job in Ivan is a kind of help and duty to the dying people; he comforts and heals Ivan in some degree, as Tolstoy describes, â€Å"Gerasim did it all easily, willingly, simply, and with a good nature that touched Ivan Ilych. Health, strength, and vitality in other people were offensive to him, but Gerasim s strength and vitality did not mortify but soothed him.† Even Gerasim just a poor peasant who is socially subordinate to Ivan IlyichRead More Futility of Life in The Death of Ivan Ilyich Essay2748 Words   |  11 PagesFutility of Life in The Death of Ivan Ilyich      Ã‚   Count Leo Tolstoy is considered Russia’s greatest novelist and one of its most influential moral philosophers. As such, he is also one of the most complex individuals for historians of literature to deal with. His early work sought to replace romanticized glory with realistic views. A good example of this is the way he often portrayed battle as an unglamorous act performed by ordinary men. After his marriage, though, Tolstoy started to reexamine

The Munich Conference and Munich Agreement in WWII

The Munich Agreement was an astonishingly successful strategy for the Nazi party leader Adolf Hitler (1889–1945) in the months leading up to World War II. The agreement was signed on Sept. 30, 1938, and in it, the powers of Europe willingly conceded to Nazi Germanys demands for the Sudetenland in Czechoslovakia to keep peace in our time. The Coveted Sudetenland Having occupied Austria beginning in March 1938, Adolf Hitler turned his attention to the ethnically German Sudetenland region of Czechoslovakia. Since its formation at the end of World War I, Czechoslovakia had been wary of possible German advances. This was largely due to unrest in the Sudetenland, which was fomented by the Sudeten German Party (SdP). Formed in 1931 and led by Konrad Henlein (1898–1945), the SdP was the spiritual successor of several parties that worked to undermine the legitimacy of the Czechoslovakian state in the 1920s and early 1930s. After its creation, the SdP worked to bring the region under German control and, at one point, became the second largest political party in the country. This was accomplished as German Sudeten votes concentrated in the party while Czech and Slovak votes were spread across a constellation of political parties. The Czechoslovak government strongly opposed the loss of the Sudetenland, as the region contained a vast array of natural resources, as well as a significant amount of the nations heavy industry and banks. In addition, as Czechoslovakia was a polyglot country, concerns were present about other minorities seeking independence. Long worried about German intentions, the Czechoslovakians commenced construction of a large series of fortifications in the region beginning in 1935. The following year, after a conference with the French, the scope of the defenses increased and the design began to mirror that used in the Maginot Line along the Franco-German border. To further secure their position, the Czechs were also able to enter into military alliances with France and the Soviet Union. Tensions Rise Having moved toward an expansionist policy in late 1937, Hitler began assessing the situation to the south and ordered his generals to start making plans for an invasion of the Sudetenland. Additionally, he instructed Konrad Henlein to cause trouble. It was Hitlers hope that Henleins supporters would foment enough unrest that it would show that the Czechoslovakians were unable to control the region and provide an excuse for the German Army to cross the border. Politically, Henleins followers called for the Sudeten Germans to be recognized as an autonomous ethnic group, given self-government, and be permitted to join Nazi Germany if they so desired. In response to the actions of Henleins party, the Czechoslovak government was forced to declare martial law in the region. Following this decision, Hitler began demanding that the Sudetenland immediately be turned over to Germany. Diplomatic Efforts As the crisis grew, a war scare spread across Europe, leading Britain and France to take an active interest in the situation, as both nations were eager to avoid a war for which they were not prepared. As such, the French government followed the path set by British Prime Minister Neville Chamberlain (1869–1940), who believed that the Sudeten Germans grievances had merit. Chamberlain also thought that Hitlers broader intentions were limited in scope and could be contained. In May, France and Britain recommended to Czechoslovakian President  Edvard BeneÃ… ¡ (1844–1948) that he give in to Germanys demands. Resisting this advice,  BeneÃ… ¡ instead ordered a partial mobilization of the army. As tensions grew through the summer,  BeneÃ… ¡ accepted a British mediator, Walter Runciman (1870–1949), in early August. Meeting with both sides, Runciman and his team were able to convince BeneÃ… ¡ to grant the Sudeten Germans autonomy. Despite this breakthrough, the SdP was under strict orders from Germany not to accept any compromise settlements.  Ã‚   Chamberlain Steps In In an attempt to calm the situation, Chamberlain sent a telegram to Hitler requesting a meeting with the goal of finding a peaceful solution. Traveling to Berchtesgaden on Sept. 15, Chamberlain met with the German leader. Controlling the conversation, Hitler lamented the Czechoslovak persecution of Sudeten Germans and boldly requested that the region be turned over. Unable to make such a concession, Chamberlain departed, stating that he would have to consult with the Cabinet in London and requested that Hitler refrain from military action in the meantime. Though he agreed, Hitler continued military planning. As part of this, the Polish and Hungarian governments were offered part of Czechoslovakia in return for allowing the Germans to take the Sudetenland. Meeting with the Cabinet, Chamberlain was authorized to concede the Sudetenland and received support from the French for such a move. On Sept. 19, 1938, the British and French ambassadors met with the Czechoslovak government and recommended ceding those areas of the Sudetenland where Germans formed more than 50 percent of the population. Largely abandoned by its allies, the Czechoslovakians were forced to agree. Having secured this concession, Chamberlain returned to Germany on Sept. 22 and met with Hitler at Bad Godesberg. Optimistic that a solution had been reached, Chamberlain was stunned when Hitler made new demands. Not happy with the Anglo-French solution, Hitler demanded that German troops be permitted to occupy the entirety of the Sudetenland, that non-Germans be expelled, and that Poland and Hungary be given territorial concessions. After stating that such demands were unacceptable, Chamberlain was told that the terms were to be met or military action would result. Having risked his career and British prestige on the deal, Chamberlain was crushed as he returned home. In response to the German ultimatum, both Britain and France began mobilizing their forces. The Munich Conference Though Hitler was willing to risk war, he soon found that the German people were not. As a result, he stepped back from the brink and sent Chamberlain a letter guaranteeing the safety of Czechoslovakia if the Sudetenland were ceded to Germany. Eager to prevent war, Chamberlain replied that he was willing to continue talks and asked Italian leader Benito Mussolini (1883–1945) to aid in persuading Hitler. In response, Mussolini proposed a four-power summit between Germany, Britain, France, and Italy to discuss the situation. The Czechoslovakians were not invited to take part. Gathering in Munich on Sept. 29, Chamberlain, Hitler, and Mussolini were joined by French Prime Minister Édouard Daladier (1884–1970). Talks progressed through the day and into the night, with a Czechoslovakian delegation forced to wait outside. In the negotiations, Mussolini presented a plan that called for the Sudetenland to be ceded to Germany in exchange for guarantees that it would mark the end of German territorial expansion. Though presented by the Italian leader, the plan had been produced by the German government, and its terms were similar to Hitlers latest ultimatum. Desiring to avoid war, Chamberlain and Daladier were willing to agree to this Italian plan. As a result, the Munich Agreement was signed shortly after 1 a.m. on Sept. 30. This called for German troops to enter the Sudetenland on Oct. 1 with the movement to be completed by Oct. 10. Around 1:30 a.m., the Czechoslovak delegation was informed of the terms by Chamberlain and Daladier. Though initially unwilling to agree, the Czechoslovakians were forced to submit when informed that should a war occur they would be held responsible. Aftermath As a result of the agreement, German forces crossed the border on Oct. 1 and were warmly received by the Sudeten Germans while many Czechoslovakians fled the region. Returning to London, Chamberlain proclaimed that he had secured peace for our time. While many in the British government were pleased with the result, others were not. Commenting on the meeting, Winston Churchill proclaimed the Munich Agreement a total, unmitigated defeat. Having believed that he would have to fight to claim the Sudetenland, Hitler was surprised that Czechoslovakias erstwhile allies readily abandoned the country in order to appease him. Quickly coming to have contempt for Britains and Frances fear of war, Hitler encouraged Poland and Hungary to take parts of Czechoslovakia. Unconcerned about retaliation from the western nations, Hitler moved to take the rest of Czechoslovakia in March 1939. This was met with no significant response from either Britain or France. Concerned that Poland would be Germanys next target for expansion, both nations pledged their support in guaranteeing Polish independence. Going further, Britain concluded an Anglo-Polish military alliance on Aug. 25. This was quickly activated when Germany invaded Poland on Sept. 1, starting World War II. Selected Sources Munich Pact September 29, 1938. The Avalon Project: Documents in Law, History and Development. Lillian Goldman Law Library 2008. Web. May 30 2018.Holman, Brett. The Sudeten crisis, 1938. Airminded: Airpower and British Society, 1908–1941. Airminded. Web. May 30 2018.

Personality Is The Dynamic Organization Within The...

Reflection Paper According to Gordon Allport, an American psychologist, â€Å"Personality is the dynamic organization within the individual of those psychophysical systems that determine his characteristic behavior and thought (Allport, 1961, p. 28). Each person has unique characteristic traits that influenced by both biological factors (nature) and experience (nurture). For many years, psychologists have been trying to study the human behavior using different theories of personality. While many theories are rational, the theory of the ‘Unconscious mind’ emphasized by Sigmund Freud most resonated with me in explaining one’s behaviors. Freud stressed the idea of our subconscious and its impact on our personality, using his analogy of the iceberg. Even though, Sigmund Freud (1856-1939) did not invent the concept of the conscious versus unconscious mind; he was the primary contributor who expanded on this intrapsychic approach. Freud’s psychodynamic theory of personality assumes that there is an interaction between innate human instinct (sex and aggression) and unconscious motivation. He believes that people are born with two instincts. The two instincts noted by Freud are the life instinct, also known as libido, and the death instinct or Thanatos. Generally, libido was referring to sexual instinct; however, Freud also used it to describe any need satisfying, life-sustaining, or pleasure-oriented urge. Freud also expanded Thanatos as â€Å"any urge to destroy, harm, or aggress againstShow MoreRelatedGordon Allport : Personality Psychology And Trait Theory718 Words   |  3 PagesNovember 11, 1897, is considered the founder of â€Å"personality psychology† and â€Å"trait theory†. Allport, just like any o ther psychologist, had his own definition on what personality is. According to Allport, â€Å" no two psychologists could easily agree on one definition of the term ‘personality’† (Kendall, 2010, p. 282), Allport believed that personality could be characterized in two ways, idiographic and nomothetic; while Freud believed that personality is composed by the Id, Ego and Superego. AllportRead MoreLeadership Goals And Strengths And Weaknesses1214 Words   |  5 Pages Leadership theories in and of themselves carry negative and positives characteristics. Within the various theories lie strengths and weaknesses that when applied to complex problems can highlight each one respectively. As I examine a few theories, I will look at the strengths and weaknesses of each and determine when and with which situation would these theories best be utilized. Collective leadership or distributive leadership, and leader-member exchange are both theories that incorporate specificRead MoreOrganizational Dynamics Issues.. Did You Know That Organizational1689 Words   |  7 PagesOrganizational Dynamics Issues Did you know that Organizational Dynamics is the root for businesses to operate successfully? The level of operational success amongst an organization is said to be determined by the way the employees and management functional behavior relations are and their work dynamics when prompt to work together. Organizational Dynamics is the process of which an organization uses resources to make their company more manageable and marketable and it also enhances the employeesRead More Maslow Essay1164 Words   |  5 Pagesbusiness the performance of team is not just based on the individual talents. It is also, and maybe even more, based on the global efficiency of the team. To be efficient, a team leader needs to ensure that all the team players are pulling at the same rope, towards the same direction. That first step ensures that all the energy that is spent, is used in favor of the objective and not against it. A second step is to set the team organization, in a way that each team member is in the position to deliverRead MoreThe Topic Of Emotional Intelligence ( Ei )1495 Words   |  6 PagesThere have been many theories and many different angles of research that psychologists have taken pertaining to EI, but none of that research has been overall conclusive in coming up with factual evi dence of the true nature of EI. There have been many different criticisms concerning EI and it’s different methods of understanding. One psychologist says that, The first criticism is hat even if EI studies tap into the same populations, the result will still be fundamentally different (Lindebaum, 2009)Read More5 Management Principles and Concepts1239 Words   |  5 Pageshave determined that there are five management principles or concepts for which I believe will help me become a more effective individual in my future career endeavors. * Diversity * Recruiting * Team Effectiveness * Leader-member relations * Equity Theory Understanding these five principles of management and using them effectively can help an organization accomplish its goals, while also providing one with the knowledge it takes to achieve a successful career in management. WeRead MorePsychology Study of Personality1207 Words   |  5 Pages Psychology of Personality Final paper Definition of Personality There are many definitions and theories regarding personality. Though there isn’t one specific definition that is acceptable for all the different personality theories, I believe that personality is the outward expression of ones beliefs, morals, and emotions; each of which define and differentiate an individual. Personality is seen to be a pattern of somewhat permanent traits and unique characteristics that give both consistencyRead MoreDispositional, Evolutionary And Evolutionary Theory1283 Words   |  6 Pagesand Evolutionary Theory Nicholas DeRico PSY/405 August 24, 2015 Dispositional, Biological and Evolutionary Theory Abstract There are many theories that attempt to clarify the structures that influence personality, for example dispositional, and Evolutionary theory. This paper will discuss the differences that are among dispositional and evolutionary personality theories, as well as, strengths and limitations of dispositional and evolutionary and biological personality theories their bearing onRead MoreTrait Theory And Social Cognitive Theories1190 Words   |  5 Pages Both Trait theory and Social Cognitive Theories are currently and have been very influential in describing personalities in people over the years. They have both similar and opposite qualities as well and seem to work off of each other at times in my opinion. Although many theories are still helpful in some ways, I feel like these two are more beneficial due to them bringing a more positive approach to describing personalities and giving the person more control over their own behavioral change ratherRead MoreA Broundaryless Organization A re Organizations That Are1709 Words   |  7 Pagesbroundaryless organization are organizations that are not defined or limited by horizontal, vertical, or external boundaries imposed by a predetermined structure (Griffin). Boundaryless organizations also have a strong emphasis on teams. Officer Jack Welch the Chief Executive of General Electronics’ came up with the term of a boundaryless organization. This report would help Gerd Finger company Newskool Grooves understand how to make the company competitive and successful as a boundaryless organization in the

Case Study on The Rise and Fall of the Tyco Empire and its CEO

Question: Explain about a Case Study on The Rise and Fall of the Tyco Empire and its CEO? Answer: 1: Tyco was founded in 1960 by Arthur J. Rosenberg, which began its working as an investment and holding company focused on the energy and solid state science conservation. It developed first sustained beamed laser for medical procedures and with the profits and growth model the company became public trading company (CAREY, 2000). The high technology development resulted in growth of sales, high profitability and created economies of scale in the market as more of the laboratories of experimentation and other managerial units were acquired in 1973. Tyco adopted the model of acquisition as its growth strategy by acquiring sixteen companies in 1982 with $500 million consolidated sales (Bianco, Symonds, Byrnes, Polek, 2002). This absorption of the company increased its profitability and the volume of sales along with the growth model through acquisitions. The company restructured itself in the four major segments: Healthcare and Specialty Products, Fire and Security Services, Electrica l and Electronic Components and Flow Control in 1990s and changed as Tyco International in order to reflect the global presence of Tyco (CAREY, 2000). The company acquired multiple global companies and regarded aggressive acquisition strategy for the expansion of Tyco. This acquisition supported Tycos innovation and growth strategies with end to end services, technology and retail analytical solutions. The strategies consisted of high tech solutions for protecting the high tech inventory which helped to increase the bottom line and enhance the smart service platforms. In the initial years under the leadership of Dennis Kozlowski in 1975, the leader acquired more than 100 corporate companies for expanding the operations of Tyco (Stephens, Vance and Pettegrew, 2012). The initiatives in development of research and development program in management, engineering and technology solutions, and enhancing the safety and security system in the organization including cloud enabled access, cost effective solution to its customers needs made Tyco more powerful and a largest pure play fire protection and security company. Thus the company focused on integration of advanced solutions in its system and data within Tyco architecture that included the third party products, software, services and protection data (Bianco, Symonds, Byrnes, Polek, 2002). Tyco established various support systems, security protocols and policies for data protection, which enhanced system reliability, integrity and responsiveness (CAREY, 2000). 2: In 1970s the company boomed the market with its consolidated sales that reached to $34 million and the stockholders equity increased to $15 million ("Tyco International Ltd", 2001). The growth continued with the high innovation and technology operations in the company and a start of the acquisition era for the company. During 1980s an aggressive acquisition strategy which developed the operation in the three major categories of business segment Packaging, Fire protection and Electronics and the implementation of the new products strategies globally to achieve the market share in new product lines (Talamo, 2011). The acquisitions were good as the growth strategy but the companys policies and ethics were somewhere declining with the growing profitability and market share (CAREY, 2000). The commitment of the enterprise was to protect the businesses, property and people and hence the expansion over the 100 major global countries was its aim ("Tyco International Ltd", 2001). Tyco regar ded as the major and largest innovated maker and service provider of electronic components and electrical in the early 80s made it grow and capture various markets ("Tyco International Ltd", 2001). The gradual powers of the management were seeing a decline in management control as Tyco absorbed many companies but witnessed unbalance between corporate and people ethics. The circumstances recognized were the enhanced diversification, increase in effectiveness of the new acquisitions and reduction in corporate risks strengthened the stability of the company gradually with its policies. The major players in the company at that time frame of 1990s were Dennis Kozlowsky as CEO and Board Chairman, Mark Belnick as Chief Legal Counselor and officer, and Mark Swartz as Chief Financial Officer, who contributed to this rising empire (Bianco, Symonds, Byrnes, Polek, 2002). The strategies were implemented to achieve the market share. In the early years under the leadership of Dennis Kozlowsky ta king the aggressive acquisition strategies to capture 1000 companies in a decade and reflected its global presence ("Tyco International Ltd", 2001). This rise was noticed from 1990 to 2000 which made the company and its management stands strong in the global market (PENDERS, PAVLIN KAMERMANS, 2011). The Corporate governance system in the company was the strength for the company. 3: Between the years 1997 and 2001 the revenue of the company climbed up to 49 percent annually with the profit margins increasing up to 21 percent (Pride, Hughes Kapoor, 2012). In 2002 February, the company spent $8 billion over an acquisition of around seven hundred companies who were dissatisfied from this arrangement of merging and the outcome was not that profitable (Research, 2016). The leadership style which was more of charismatic for Dennis Kozlowsky has decentralized the structure of the organization with the few people in the board accurately understanding the finances and other operational activities of the firm (CAREY, 2000). The split of the four divisions were done under 13 percent of electrical and electronic components, 53 percent of fire protection, packaging material of 11 percent and the other flow control devices of 23 percent into the independent public trading company ("Tyco International Ltd", 2001). This led to the complicated structure of the company and th e inefficiency of the management with this division. In 2002, the large sums of money were noticed to move in the New York State Bank Account of Tyco. The unusual happening was that the funds were transferred in the Dennis Kozlowskys personal bank account. The authorities discovered that Dennis Kozlowsky ignored the import taxes of around $1 million (Nyse.com, 2016). The purchasing done in the rare art work of around $14 million made it a big question for all the stakeholders. The increase in the luxury and the fixed costs soon exhausted the economies of scale (Collins, 2012). The fraud of sending the empty painting box at the apartments of Dennis Kozlowsky to the New Hampshire with invoices was caught by the authorities. The tax evasion, the fraudulence practice in the organization by selling additional stock options of $430 million and allegedly stealing $170 million from Tyco all were proven and were against Dennis Kozlowsky, CEO of Tyco who had to resign from this position after this scandal (Tyco.com, 2016). These were not just the crime rather scandal had just begun and so was the downfall of Tyco International. In 2005 the two, Swartz and Kozlowsky, were found guilty on twenty two grand conspiracies, larceny and falsifying of the business records and violation of the business law ("Tyco International Ltd", 2001). 4: After the resignation of Dennis Kozlowsky, the new CEO Edward Breen replaced him and the first step taken was re-examining the financial in order to examine the effective tax rate for the year 2002 (Collins, 2012). The financial results were restated after the review (Benoit, 2016). The new management team of Tyco and after a year of prospection there were no more frauds found and the company had to repeatedly restate the financial results as the previous management was into the aggressive accounting and increased its reported earnings and if the conservatism GAAP principles were adopted the results would not had been same (CAREY, 2000). The company filed a suit against Swartz and Kozlowsky and the insiders were sued for the profited selling and buying of stocks of the company. Edward Breen had launched the corporate governance practices and companys accounting review in order to determine the area from where the fraud occurred. Secondly the new CEO hired the Vice President of Tyc os corporate governance, Eric Pillmore who incorporate the elements of corporate culture in the organization which were broadly three stated as- accountability, strong and ethical corporate leadership and behavior tracking processes, all these lacked in leadership of Dennis Kozlowsky, by incorporating these ethical tools in the organization and the effective management contribution done on ethical programs (Cannon, 2012). Edward Breen was awarded as the best manager by Business Week that enhanced the corporate governance and business ethics of the company (Bartos, 2012). The strategies suggested by the new CEO, Edward Breen, had separated the three companies into its parent company, setting the standards in accordance with the business goals for each department and level of employees, which helped in restoring the sources and achieve economies of scale (CAREY, 2000). The fundamental steps were taken for the company and management for developing long term sustainability and corporate culture as the aim of the leadership of Edward Breen (Stephens, Vance and Pettegrew, 2012). 5: The case study of Tyco and its scandal offered major learning lessons for the business world which is particularly in the area of business ethics, corporate culture and conduct. The strategy of aggressive acquisitions were at a continuous growth which resulted in $28 billion revenue in 2000, in fiscal year 2001 the New York Stock Exchange closed Tyco shares which were priced as $59 and the 2002 prices were plummeted due to the scandal as there was loss of more than $7 million on that year (Nyse.com, 2016). According to Stephens, Vance and Pettegrew (2012) the causes of the fraud were not just the business ethics violation of laws but also the accounting frauds where CEO Dennis Kozlowsky with Mark Swartz as Chief Financial Officer and prior General Council were allowing the loans as the bonuses, low interest loans and free interest practices, the unauthorized pay and abusing the program of Key Employee Loan. They had also been charging the personal purchased within the company and practiced illegal selling of stocks of worth $450 million (Tyco.com, 2016). The bribery was given to the other employees of the company and the large amounts to not to disclose the suspicious accounts. In 2002, after the frauds were uncovered for both the CEO and CFO, they were charged with Conspiracy, Corruption, Falsifying records and Thievery (CAREY, 2000). The main focus of the case study is to how one could control this from happening and the new CEO Edward Breen enforced strategies for Tyco Internationals Cultural sustainability. External auditors, providing regular monitoring and check on the financial statements so the company must hire second auditing company (Duska, Duska Ragatz, 2011). Internal Auditor is the person at higher power, the CEO is the one who also needs to be monitored by the corporate governance authority stated by Stephens, Vance and Pettegrew (2012). The policies and programs to be incorporated for training and education about the corporate ethics and cul ture to all the employees and enforcing standards and ensuring the ethics and morals are being practiced by one and all. The Generally Accepted Accounting Principles were violated that consisted of Principle of Conservatism where the company value accounted to $500 million due to attempt of boosting their earnings, there was no transparency on the financial accounts so the full disclosure principle was violated and the violation of economic entity assumption was violated as the CEO took advantage of being the person at highest authority however they spent on the luxurious items and purchased personal item with the stolen money(Abor, Graham Yawson, 2010). References Abor, J., Graham, M., Yawson, A. (2010). Corporate Governance and Restructuring Activities Following Completed Bids. Corporate Governance: An International Review, 19(1), 61-76. https://dx.doi.org/10.1111/j.1467-8683.2010.00833.x Baggini, J. (2012). Ethics. London: Quercus. Bartos, J. (2012). Corporate corruption. Detroit: Greenhaven Press. Benoit, D. (2016). Dow, DuPont Deal Cements Activists Rise. WSJ. Retrieved 17 January 2016, from https://www.wsj.com/articles/dow-dupont-deal-cements-activists-rise-1449882586 Bianco, A., Symonds, W., Byrnes, N., Polek, D. (2002). The rise and fall of Dennis Kozlowski. Business Week, 23. Cannon, T. (2012). Corporate responsibility. New York, NY: Pearson. CAREY, D., 2000. Snaring A Suitor Want your company to be acquired? Learn to think like a buyer. Financial Executive, pp.20-22. Collins, D. (2012). Business ethics. Hoboken, N.J.: John Wiley Sons. Duska, R., Duska, B., Ragatz, J. (2011). Accounting ethics. Chichester, West Sussex: Wiley-Blackwell. Nyse.com,. (2016). The New York Stock Exchange | NYSE. Retrieved 17 January 2016, from https://www.nyse.com/index PENDERS, A., PAVLIN, G., KAMERMANS, M. (2011). A COLLABORATIVE APPROACH TO CONSTRUCTION OF LARGE SCALE DISTRIBUTED REASONING SYSTEMS. International Journal On Artificial Intelligence Tools, 20(06), 1083-1106. https://dx.doi.org/10.1142/s021821301100053x Pride, W., Hughes, R., Kapoor, J. (2012). Business. Mason, OH: South-Western Cengage Learning. Stephens, W., Vance, C. and Pettegrew, L., 2012. In Focus Embracing Ethics And An Analytic Essay for the Accounting Profession. THE CPA JOURNAL, January 2012, pp.16-21. Talamo, G. (2011). Corporate governance and capital flows. Corporate Governance: The International Journal Of Business In Society, 11(3), 228-243. https://dx.doi.org/10.1108/14720701111138661 Tyco International Ltd. (2001). World Pumps, 2001(415), 5. https://dx.doi.org/10.1016/s0262-1762(01)80116-4 Tyco.com,. (2016). Home - Advancing safety and security worldwide | Tyco. Retrieved 17 January 2016, from https://www.tyco.com/