Globalization and Firms

41. With the help of an example discuss the characteristics of globalization. Globalization refers to a fundamental shift in the world economy in which national economies are no longer relatively self-contained entities. Instead, nations are moving toward an interdependent global economic system. Within this new global economy, an American might drive to work in a car designed in Germany that was assembled in Mexico by DaimlerChrysler from components made in the U. S. and Japan that were fabricated from Korean steel and Malaysian rubber.A company does not have to be the size of these multinational giants to facilitate, and benefit from, the globalization of markets. 42. Define globalization and discuss it has changed the business environment? Globalization has created many opportunities for businesses to expand their revenues by selling around the world while at the same time reducing their costs by producing in nations where labor and other inputs are cheap. However, globalization h as also produced new threats for companies in the form of increased competition. 41.Compare and contrast a pure democracy and a representative democracy. Which type of democracy is more common today? Why? The pure form of democracy is based on a belief that citizens should be directly involved in decision making. In contrast, in a representative democracy, citizens periodically elect individuals to represent them. The elected individuals form a government and make decisions on behalf of the electorate. Because a pure democracy is impractical in advanced societies with tens or hundreds of millions of people, representative democracies are far more common in today's world. 2. Explain the differences between common law and civil law systems by the approach of each to contract law. Contracts drafted under a common law framework tend to be very detailed with all contingencies spelled out. In contrast, contracts in a civil law system tend to be much shorter and less specific because many of the issues typically covered in a common law contract are already covered in civil law. 43. What are state-owned companies? Why do they exist? Why do they usually perform poorly? A state-owned company is a company that is owned by a nation's government.After World War II, many social democratic governments nationalized private companies that were to be run for the public good rather than private profit. Great Britain, for example, nationalized so many companies that by the end of the 1970s, state-owned monopolies existed in telecommunications, electricity, gas, coal, and several other industries. However, because state-run companies such as the ones that existed in Great Britain are protected from competition by their monopoly position and guaranteed financial support, they become inefficient. 1. Compare and contrast folkways and mores. Folkways are the routine conventions of everyday life. Generally, folkways are actions of little moral significance. Folkways include rituals and symbolic behavior. In contrast, mores are norms that are seen as central to the functioning of a society and to its social life. Mores have much greater significance than folkways. Accordingly, violating mores can bring serious retribution. 42. What is the difference between a caste system and a class system?A caste system is a closed system of stratification in which social position is determined by the family into which a person is born, and change in that position is usually not possible during an individual's lifetime. The caste system is the most rigid form of social stratification. A caste frequently involves a specific occupation. In contrast, a class system is a less rigid form of social stratification in which social mobility is possible through an individual's personal achievements and/or luck. 43.Discuss why the stratification of a society is important to business. The stratification of a society is significant if it affects the operation of business organizations. In a country like Great Britain for example, the relative lack of class mobility and the differences between classes has resulted in hostility between middle-class managers and their working-class employees. This hostility and the resulting lack of cooperation can make it more difficult for firms to establish a competitive advantage in the global economy. While the last two decades has seen a eduction in the number of industrial disputes in Britain, there are signs that class consciousness may be reemerging in China. 44. Describe the four dimensions of culture as identified by Geert Hofstede. Geert Hofstede identified four dimensions that he claimed summarized the differences between different cultures. According to Hofstede, the power distance dimension focused on how a society deals with the fact that people are unequal in physical and intellectual capabilities. The second dimension identified by Hofstede, individualism vs. collectivism, focused on the relationship between the individu al and his/her fellows.Hofstede's third dimension, uncertainty avoidance, measured the extent to which different cultures socialize their members into accepting ambiguous situations and tolerating uncertainty. Finally, Hofstede's fourth dimension, masculinity vs. femininity, examined the relationship between gender and work roles. 41. Compare and contrast import quotas and voluntary export restraints. An import quota is a direct restriction on the quantity of some good that may be imported int o a country. The restriction is normally enforced by issuing import licenses to a group of individuals or firms.In contrast, a voluntary export restraint (VER) is a quota imposed by the exporting country, typically at the request of the importing country's government. Foreign producers agree to VERs because they fear more damaging punitive tariffs or import quotas might follow if they do not. Both import quotas and VERs benefit domestic producers, but hurt consumers through higher prices. 42. What are the political reasons for governments to intervene in markets? There are a number of political reasons why governments intervene in markets. The most common reason for intervention is to protect jobs and industries.Governments may also intervene to protect national security, to threaten punitive retaliatory actions, to protect consumers or to protect human rights, and to further foreign policy objectives. 43. Discuss the economic reasons for government intervention in markets. The economic reasons for government interaction have undergone a renaissance in recent times as more economists support economic reasons for intervention. The oldest argument for intervention is the infant industry argument. Strategic trade policy is the other main reason given for economic government intervention in markets. 44.What is strategic trade policy? Provide an example. Strategic trade policy suggests that in industries where the existence of substantial scale economies implies that the worl d will profitably support only a few firms, countries may predominate in the export of certain products simply because they had firms that were able to capture first-mover advantages. Boeing's dominance in the aerospace industry has been attributed to these types of factors. According to strategic trade policy, a government can help raise national incomes if it can ensure that the firms that gain first-mover advantages in such industries are omestic rather foreign. Further, the theory argues that it might pay governments to intervene in an industry if it helps domestic firms overcome the barriers to entry created by foreign firms that have already reaped first-mover advantages. 45. Explain how trade barriers affect a firm's strategy. There are four main ways trade barriers affect a firm's strategy. First, tariffs raise the cost of exporting, putting the firm at a competitive disadvantage. Second, quotas may limit a firm's ability to serve a country from outside of that country.Third , to conform to local content regulations, a firm may have to locate more production activities in a given market than it would otherwise. Finally, the threat of antidumping actions limits the firm's ability to use aggressive pricing to gain market share in a country. 41. What is a greenfield investment? How does it compare to an acquisition? Which form of FDI is a firm more likely to choose? Explain your answer. FDI can take the form of a greenfield investment in a new facility or an acquisition of or a merger with an existing local firm.Research shows that most FDI takes the form of mergers and acquisitions rather than greenfield investments. Mergers and acquisitions are more popular for three reasons. First, mergers and acquisitions are quicker to execute than greenfield investments. Second, foreign firms are acquired because those firms have valuable strategic assets. Third, firms make acquisitions because they believe they can increase the efficiency of the acquired firm by tra nsferring capital, technology, or management skills. 42. Compare and contrast the advantages of foreign direct investment over exporting and licensing.A firm will favor foreign direct investment over exporting as an entry strategy when transportation costs or trade barriers make exporting unattractive. Furthermore, the firm will favor foreign direct investment over licensing (or franchising) when it wishes to maintain control over its technological know-how, or over its operations and business strategy, or when the firm's capabilities are simply not amenable to licensing, as may often be the case. 43. Discuss the various political ideologies and their impact on foreign direct investment.The radical view writers argue that the multinational enterprise (MNE) is an instrument of imperialist domination. The free market view argues that international production should be distributed among countries according to the theory of comparative advantage. The pragmatic nationalist view is that F DI has both benefits and costs. The radical view has a dogmatic radical stance that is hostile to all inward FDI. The free market view is at the other extreme and based on noninterventionist principle of free market economics. Between these two extremes is an approach called pragmatic nationalism. 4. Describe the situations when licensing is not a good option for a firm. Licensing is not a good option in three situations. First, licensing is hazardous in high-tech industries where protecting firm-specific expertise is very important. Second, licensing is not attractive in global oligopolies where tight control is necessary so that firms have the ability to launch coordinated attacks against global competitors. Finally, in industries where intense cost pressures require that MNEs maintain tight control over foreign operations, licensing is not the best option. 46.Discuss Michael Porter's interpretation of value creation and competitive advantage. According to Michael Porter, low cost and differentiation are two basic strategies for creating value and attaining a competitive advantage in an industry. Porter argues that those firms that create superior value will achieve superior profitability. Porter notes that it is not necessary for a firm to have the lowest cost structure or create the most valuable product; rather it is only important that the gap between value and the cost of production be greater than that of competitors. 7. Discuss strategic positioning. How does strategic positioning relate to the efficiency frontier? The efficiency frontier shows all of the different positions that a firm can adopt with regard to adding value to the product and low cost assuming that its internal operations are configured efficiently to support a particular position. It is important that managers decide where a firm should be positioned with regard to value and cost, configure operations accordingly, and manage them efficiently to ensure the firm is operating on the eff iciency frontier. 8. Describe the benefits of global expansion for firms. Global expansion allows firm to capture many opportunities not open to firms that remain focused purely on the domestic market. Firms that operate globally have the opportunity to sell their product in a much larger marketplace. Location economies can be realized through global expansion by dispersing value creation activities to the optimal location in the world. International expansion allows a firm to realize greater cost economies from experience effects.Finally, global expansion provides firms with the opportunity to earn a greater return by leveraging any skills developed in foreign operations and transferring them within the organization. 49. What are the two types of competitive pressures that firms competing in the global marketplace face? How do firms respond to these pressures? Firms that compete in the global marketplace typically face two types of competitive pressure that affect their ability to realize location economies and experience effects, to leverage products and transfer competencies and skills within the enterprise.They face pressures for cost reductions and pressures to be locally responsive. These competitive pressures place conflicting demands on a firm. Responding to pressures for cost reductions requires that a firm try to minimize its unit costs. Responding to pressures to be locally responsive requires that a firm differentiate its product offering and marketing strategy from country to country in an effort to accommodate the diverse demands arising from national differences in consumer tastes and preferences, business practices, distribution channels, competitive conditions, and government policies. 50.What are the four basic strategies that firms use to compete in international markets? Under what conditions is each strategy most appropriate? The four basic strategies that firms use to compete in international markets are the international strategy, the gl obal standardization strategy, the localization strategy, and the transnational strategy. The international strategy is most appropriate when there is low pressure for local responsiveness and low pressure for cost reduction. When there is high pressure for cost reduction, but low pressure for local responsiveness the global standardization strategy makes sense.A localization strategy is appropriate when pressure for local responsiveness is high, but pressure for cost reduction is low. Finally, when pressure for both cost reduction and local responsiveness is high, the transnational strategy is best. 52. What are the three challenges related to strategy and structure that firms must accomplish if they are to achieve superior profitability? Superior enterprise profitability requires that firms fulfill three conditions. First, the different elements of a firm's organizational architecture must be internally consistent.Second, the organizational architecture of the firm must be consist ent with its strategy. Third, the strategy and the structure must not only be consistent with each other, they must also be consistent with the competitive conditions prevailing in the marketplace. 53. Discuss the relationship between a firm's control systems and a firm's incentive system. Why is this relationship important? The relationships between a firm's control systems and incentive systems is a close one. Control systems are the metrics used to measure the performance of subunits and make judgments about how well managers are running those subunits.Incentives are the devices used to reward appropriate managerial behavior. The relationship between these two areas is important because incentives are very closely tied to performance metrics. For example, the incentives of a manager in charge of a national operating subsidiary might be linked to the performance of that company. Specifically, he/she might receive a bonus if her subsidiary exceeds its performance targets. 54. Discu ss the location of decision-making in a firm that is following a transnational strategy. Decision-making in a firm pursuing a transnational strategy is complex.The need to realize location and experience curve economies requires some centralized control over global production centers. Yet, the need for local responsiveness requires the decentralization of many operating decisions, particularly those for marketing, to foreign subsidiaries. Decentralization of decision-making is also needed to allow subsidiaries the freedom to develop their own skills and competencies—a requirement that is necessary for the global learning component of the transnational strategy. 55. Discuss the sources of inertia in organizations. Is it easy to make organizational changes?Organizations are difficult to change. Within most organizations are strong inertia forces. These forces come from a number of sources. One source of inertia is the existing distribution of power and influence within an organ ization. Managers who are not happy with the changes are likely to resist and slow the process. A second source of inertia is the existing culture. Since value systems reflect deeply held beliefs, they can be very hard to change. A third source of inertia derives from senior managers' preconceptions about the appropriate business model or paradigm.Managers may not recognize the value in a given business model that has been successful in the past. Finally, institutional constraints may act as a source of inertia. In some cases, local content rules or regulations pertaining to layoffs can make it difficult for firms to adopt the most effective strategy and architecture. 45. What are first-mover advantages? Discuss the advantages associated with them. First-mover advantages are the advantages frequently associated with entering a market early. One first-mover advantage is the ability to preempt rivals and capture demand by establishing a strong brand name.A second advantage is the abil ity to build sales volume in that country and ride down the experience curve ahead of rivals, giving the early entrant a cost advantage over later entrants. A third advantage is the ability of early entrants to create switching costs that tie customers into their products or services. Such switching costs make it difficult for later entrants to win business. 46. Explain the relationship between first-mover disadvantages and pioneering costs. When a firm enters a market prior to other international businesses, it can have first-mover disadvantages.These disadvantages may give rise to pioneering costs, costs that an early entrant has to bear that a later entrant can avoid. Pioneering costs arise when the business syste m in a foreign country is so different from that in a firm's home market that the enterprise has to devote considerable effort, time, and expense to learning the rules of the game. Pioneering costs also include the costs of promoting and establishing a product offering. Finally, an early entrant may be put at a disadvantage, relative to a later entrant, if regulations change in a way that diminishes the value of the early entrant's investments. 7. Discuss Bartlett and Ghoshal's perspective on how firms from developing countries should approach international expansion. Bartlett and Ghoshal suggest that companies based in developing countries should use the entry of foreign multinationals as an opportunity to learn from these competitors by benchmarking their operations and performance against them. They argue that the local company might be able to find ways to differentiate itself from foreign companies by focusing on market niches that the multinational ignores or is unable to serve effectively if it has a standardized global roduct offering. Then, the firm from the developing nation may then be in a position to pursue its own international expansion strategy. 48. Discuss strategic alliances. How successful are they? Why do firms form strategic a lliances? The term strategic alliance refers to cooperative agreements between potential or actual competitors. Strategic alliances run the range from formal joint ventures, in which two or more firms have equity stakes, to short-term contractual arrangements, in which two companies agree to cooperate on a particular task.Firms enter into strategic alliances for four main reasons. First, strategic alliances may facilitate entry into a foreign market. Second, strategic alliances allow firms to share the fixed costs of developing new products or processes. Third, strategic alliances allow firms to bring together complementary skills and assets that neither company could develop easily on its own. Fourth, strategic alliances can help firms establish technological standards for an industry.

Education and Method Essay

Submitted By Wamia Akhtar (111011142) Fowzia Morshed (102011133) Rubia Khatun Rubi (113011002) Zannatul Ferdous Bristy (103011202) Nusrat Jahan Jebin (103011156) Research subject: Teaching Method Concept: Learning Process Constructs: * Traditional Classroom teaching * Active Learning Methods * Teaching with Instruments * Teaching Through Tour * Teaching By Creating Pressure Questions: * Traditional Classroom Teaching 1. What system has been followed for traditional teaching? 2. What elements are used in this teaching method? 3. How the traditional teaching has been given? 4. Is it a time sufficient method 5. Can students maintain direct interaction with teacher? 6. Can it make good bonding among the students? 7. How it can be a motivated method for students? 8. Can it create general competitive nature in students? 9. Do you think it pressurize the students to do hard work? 10. Do you think it bring good results for students? 11. Is it interesting or not? 12. Do you think resuming text books are enough? 13. Is it a memorizing based method? 14. Do you find this helpful? 15. Do you feel it is an old system of teaching? 16. Can you relate teaching concepts with real facts? 17. Do you find it challenging? 18. Is it a lengthy process? 19. What kind of preparation you need to take for assuming this method? 20. Do you feel active with this process? * Active Learning Method 1. Do you find group working helpful? 2. Is it a more practical based process of teaching? 3. Can students be involved physically in this process? 4. Is it easy to learn in this way? 5. Are students getting dependent on the course teacher? 6. Do you find this method interesting? 7. Is it an internationally recognized system? 8. Is it helpful for enriching conceptual thoughts? 9. Do you think it creates a distance between you and the books? 10. Is it a stressful method? 11. Do you find it more helpful for making good results? 12. Is it a modern process? 13. Is it saves your time? 14. Can you enjoying the learning through this method? 15. Do you find it easy? 16. Can you reach personally to all technical tools? 17. Do you feel necessity of practicing at home? 18. How you handle this technique of teaching? 19. Is it important for students to be presented all time? 20. Do you find it as short cut? * Teaching With Instruments 1. Are all materials easily findable? 2. Are the materials easy to use for all? 3. How much helpful is the method? 4. Is it a time saving process? 5. Is it a practical based method? 6. Is it a time saving process? 7. In this method of teaching how many times you need to come to the classroom? 8. What kind of role a teacher plays in this method? 9. How often you need to use your text books? 10. Are students enjoying lerning like this? * Learning Under Pressure 1. Do you find teaching with forceful tendency is good? 2. Is it makes you do better result? 3. What kind of difficulties usually you faces? 4. Is it an old form of teaching? 5. How many students can make better result in this method? 6. Do you think teachers work more harder than a student in this method? 7. How much pressure you can handle at a time? 8. Hwo much pressure of study you feel at home? * Learning Through Tour 1. How learning through tour has been worked? 2. How students are participating here? 3. What is the teacher’s role here? 4. Do you find any practical experience by this? 5. Because it is not a classroom based method, how you manage to study by touring? 6. Do you appreciate this system? 7. How students manage their time for this? 8. Is it an internationally recognized system? 9. How many tours you have to join? 10. Is it helpful for making better result?

Reaserch Proposal, outline and theoretical framework Thesis

Reaserch Proposal, outline and theoretical framework - Thesis Example With a Rs. 200 billion investment, the industry now gives a total production of 39 million tons against only 17 million tons in 2002. The cement manufacturers added 8 million tonnes to the capacity and the total production are expected to be 45 million tonnes by the end of 2010. Cement Industry entered in the export market in a big way in fiscal 2007-08. The domestic consumption too has doubled over the last few years because of buoyancy in housing sector. The biggest advantage of domestic cement industry is the availability in abundance of limestone, which is its primary raw material. Local coal may be able to replace imported coal and there is going to rise in demand, both at home and in export market. However, rising trend is expected to be short-lived due to higher interest rates and inflationary concerns are likely to make it disadvantageous for the investors to enter the construction industry. The cement industry also has challenges to face like rising fuel costs (furnace oil, coal) and political instability as a main contributing factor for pushing up production cost. Cost of utilities, labour, transportation and financial charges have also increased simultaneously. Moreover recent recession in the Financing Sector and financial crises has badly affected the projects financed by Financial Institutions and especially stretch the construction activities. This thesis intends to examine these issues and see how they will impact on the company Lucky Cement Limited. How far will Lucky Cement be able to overcome the challenges facing it as a result of the changing economic situation? Will the global economic slowdown, combined with high interest rates, inflationary concerns and political instability pose a series problem for the company? The problems facing Lucky Cement Limited are closely related to the changing economy and this thesis will attempt a financial analysis of the company in

Whether the Code of Ethics is an Effective Way of Effective Media Essay

Whether the Code of Ethics is an Effective Way of Effective Media Practice - Essay Example The emergence of developed techno-economic paradigm inevitably increases greater attention of the organisations or the agencies in order to revitalise their overall economic performance. According to the recent practices of the media and communication organisations it has been recognised that the codes of media related practices have drawn major interest towards increasing attention on a particular media enquiry, which has transformational influence on the overall communication and media industry (Christians, 2009). Moreover, the codes of practices also have been recognised to draw attention about any required changes in the media and communication policies in order to contribute to a transformational economy. However, ethics or the codes of media practices in Australia has also been recognised to bring major hurdles for the country’s media and communication industry in terms of substantially improving the media performance of the organisations (Media Entertainment & Arts Alli ance, 2013). Few of the key roles played by the ethics/codes of media practices have been critically described in the following sections. According to the current media and communication of Australia, the codes of ethics has long been witnessed to play a pivotal role not only to increase community awareness, but it also has major contribution on the transformational economic growth of the nation. The code of ethics of the nation has also been recognised in securing best practices of the media and communication organisations along with their wide range of practices. The codes of ethics in Australian media industry possess relatively simple and clearly identifiable factors that determine to improve efficiency of the organisations. The code of ethics of the country relies basically on four major factors, including honesty, fairness, independence and respect for the rights and liberties of others (Australian Press Council, 2014). In the context of honesty, conserving the way of honestly reporting and interpreting essential facts has been identified as a set of common and relatively best practices in the Australian ethical codes of media practices. In order to meet the requirement of honesty in response to the ethical codes, the process of striving accuracy along with fairness and revelation of each essential fact can be dully accepted towards securing ethical media practices across the nation (Australian Press Council, 2014).  

Childless Couples Research Paper Example | Topics and Well Written Essays - 1250 words

Childless Couples - Research Paper Example This essay would further revolve around couples with and without children and would provide the advantages and disadvantages of not having children. Couples who do not have children believe that they are better off without them as they can be happier this way. The advantages of not having children revolve around the expenses and nature of the child as he is born in this world. Nurturing and taking care of a child requires a lot of effort and this is considered stressful by many of the couples. Parenting requires effort in looking forward to every need of the child which becomes difficult for some of the couples (Chapati 2009). A professor of psychology states that immediately after marriage the couples get quite happy but later onwards after the couples bear a child the level of contentment drops. But he also asserts that married people are happier than the unmarried people because of the closeness that is involved in the relationship. He states "Figures show that married people are in almost every way happier than unmarried people – whether they are single, divorced, cohabiting". According to the professor when a couple is expecting a child the level of happiness rises high enough but as soon as the child is born the level of happiness descends. ... The psychologists analyze as to how couples get unhappy in these instances of child bearing (Devlin 2008). Another study carried out in Britain lately by British attitudes shows that married couples without children were the most happiest of all in terms of relationships. The research was backed by the Economic and Social Research Council and it showed that older couples were more discontent with their marriage than their young counterparts. The research also found that the couples became unhappy when their child was in a pre-school age. However after the child grew up into adolescence the relationship was healthy enough to be controlled. This clearly shows that child bearing couples have to face many problems unlike their counterparts who do not have to face the problems associated with child bearing (Martin 2011). A study also found that not bearing a child is also associated with better diet in childless couples. The study also found that the couples who had children ate a less he althy diet than their counterparts. The study in the agricultural economics found that the childless couples tend to consume more fruits and healthy food than their counterparts. The amount of meat consumed by the childless couples was also right whereas the ones with child consumed more of the dairy products. A professor from the University of Reading stated that â€Å"For whatever reason, the social dynamic in a household with children makes the diet on average more unhealthy.† This clearly shows that the childless couples have an edge in terms of diet over their counterparts. This again is considered as an advantage for those who do not bear a child (Bakalar

Home birth Essay Example | Topics and Well Written Essays - 1250 words - 1

Home birth - Essay Example A low risk women can plan a home birth supported with all the medical care, can be transferred to hospital if needed rather, than planning hospital birth initially. Women find labor very easy to deal; since they feel control over the delivery and they have to use less drugs to cope with pain. They use methods like massage or births pools; moreover, at home she is at ease and can use any positions she likes. For the first time mothers, the need of transferring to hospital is very high compared to the mothers who have had already one delivery. But there is small chance of transferring the mother and baby to hospital after the baby is born; the problem might arise with the delivery of placenta or if the baby has problem in breathing. The most common reason for transfer is a long labor or slow progress, when either the mother or the baby gets tired and further monitoring or assistance is needed. (Briefing the Journalists, March 2006) Women who desire to have home birth will know their midwife well and if she is attended by community midwives then they team upto eight. She also meets the midwife during pregnancy. Many hospitals provide a list of midwives that can be contacted if the expecting mother requires midwifery help. (Briefing the Journalists, March 2006), (Vedam, 2003). Most women who give birth in hospital say that making journey to the hospital have to make a journey to hospital during labor is a matter of routine. Most home births also cause very little mess, a waterproof sheet on the floor is sufficient and moreover, midwives bring supplies of large absorbent pads to protect surfaces and they clear up everything after the birth (Briefing the Journalists, March 2006), (Vedam, 2003). If the women doesn’t find the local community midwife care upto the mark or has difficulty in booking a local midwife, she can book and an independent midwife. Independent midwives are equipped with experience of

Ethical dilemma Essay Example | Topics and Well Written Essays - 500 words - 1

Ethical dilemma - Essay Example This is an ethical problem because the patient comes from an Orthodox Jewish family. This family’s denial of a pig’s xenograft is well understood since Orthodox Jews consider pigs unclean. It is impossible to solicit the patient’s wish is untenable since he is one year shy of the legal age, on the one hand. On the other hand, to listen to the parents’ adamant stand may prove to be catastrophic to the patient due to absence of synthetic ileums and the essence of time. The ileum of the pig is the only available option and transferring the patient to another state for treatment is prolonging the patient’s predicament and endangering his health. This is especially because the gangrene may spread to the rest of the patient’s digestive system. This is not necessarily an ethical dilemma. The patient’s parents can be called to the hospital and sat down for consultation and persuasion. In the event that the parents adamantly stick to their religious compunctions, the hospital will easily release the patient out of its custody, so that his parents can seek for a better alternative in another hospital. It is not up to the hospital to decide for the patient or the patient’s family on what is good for him after all. Again, carrying out surgical intervention on the client will not necessarily be going against the power of attorney’s decision. According to Karadag and Hakan, the principles of modern bioethics are non-maleficence, beneficence, justice and respect to autonomy. However, there are situations when upholding these principles becomes subject to ethical dilemma. A case in point herein is a treatable mentally unsound patient, Mark who has had a bout of testicular torsion. Doctors have unsuccessfully tried to manually rotate the testis back to its position, thereby prompting the need for surgical intervention (Karadag & Hakan, 8-9). In the case above, there is an ethical dilemma since respect to autonomy

Government Essay Example | Topics and Well Written Essays - 1000 words - 8

Government - Essay Example We have always believed that the Democratic Party government is the only one that could take USA back to where it used to be and make it even better (Lantis 43). Constitutionally, parties represent people. People usually have views and opinions for what their government should represent. In the paper, I will be discussing some of the major policies presented by the Democratic Party government to its citizens. Democratic Party has good economic policies which will be able to create a positive economic growth for the country. First of all, DP had hoped to introduce to reduce taxes on essential goods and even basic salaries of people (Lantis 67). The main reason for this was to ensure that people remained with more money instead of the government taking most of it. Disposable income is basically what gives people purchasing power, and ability to invests and make certain goods and services. The party argues that high disposable income equals to a country’s GDP. Another way which USA was going to boost the economy was through attracting investors through having good policies. The government hence introduced low taxes on foreigners and some cases, provided tax free periods so as to attract more foreign people to invest in their country (Lantis 73). I believe the policy has been effective since the county managed to pull from the economic depression of 2008-2010 and seems to be recording a positive movement. I have confidence in the party, that if given another 20 years, the USA economy will be very powerful. I have personally appreciated this policy when my parents who got unemployed back in 2010, got their jobs back in the respective companies. Another great policy which the Democratic Party had in place was the move to increase job opportunities. USA had been having a problem of unemployment ever since its economy plunged in 2008. Many people lost their careers and livelihood. In their policy, they had

Anthropology Essay Example | Topics and Well Written Essays - 750 words - 8

Anthropology - Essay Example They are early hominids having common origin and overlapping with early human species even though they are not the direct ancestors. Homo habilis fossils evidence found in Africa is generally sketchy, but they are the closest representation of the early form that is related to human. Homo erectus also developed in Africa and later moved to Asia the oldest fossil evidence were found in Africa, later other fossil evidence were found in Asia. Homo sapiens are spread into different forms known as archaic, early modern through to modern (Adds et al, 141). They spread from Africa and from Asia then into Europe and finally, in modern times into other spheres of the earth. Neanderthal man is known mainly from Europe with an eastern distribution to the extent of central Asia. There is a distinct evolutionary trend in the species of the genus Homo from the early Homo habilis through Homo erectus to Neanderthal man and later Homo sapiens (Adds et al, 141). Significant developments in the evolution of the genus Homo interacted with the enormous changes in climate –that is cold climates alternating with warm climate, this is because of successive Ice Ages (Adds et al 142). Moreover, fluctuating temperatures led to changing sea levels, during a glacial period, sea levels were lower and there were land connections between some of the major continents. The evolution of hominoids from their extinct ancestors to human form as is known today has these features the enlargement of the brain size, growth of bipedalism. Increase usage of manipulative skills of hands, becoming upright, growth and diversity of language together the use of complex features and characters and other intellectual activity connected to the modern day human being. Fossil evidence of the Laetoli footprints and the skeleton of Lucy an Australopithecine give evidence to the early hominids ancestors

In the Time of the Butterflies Essay Example for Free

In the Time of the Butterflies Essay Courage is valued among the characters, and they display it in varying amounts. Among all the sisters Minerva shows the most courage. First she starts off by wanting to be a lawyer and she is not afraid of speaking her mind. She goes to a boarding school where she meets a girl who is against Trujillo and learns how bad Trujillo really is. This is when she begins to start acting rebellious. Once she is older, Minerva’s family is invited to a party at Trujillo’s palace where she does things that most people would never even dare to think of doing. Minerva plays a game with Trujillo which she wins and gets her father released from arrest and gets her into law school. In law school, she joins a group that is speaking out against Trujillo. A lot of courage is needed to complete the tasks that Minerva completed and with these tasks she developed a love-hate relationship with Trujillo making some of the tasks easier to complete. In the end three out of the four sister have a lot courage and become a symbol for many people. The three sisters are killed, but by who they were killed is very controversial. The sisters are all aware of their cowardice as they perceive it, and while they sometimes fight for courage, in some cases they simply accept their cowardice, except for Minerva who shows courage at all times. Growing up Minerva was almost the bravest out of all the sisters. She was not afraid to speak her mind, even if they might be spies around. She would say things about Trujillo that would make everyone jump and ask if she was trying to get everyone killed. She always wanted to be free and make a difference in the world. Government and politics were not a place for women. A woman’s place was to follow her husband and be loyal to her husband. Minerva, on the other hand, wanted to be a lawyer. In reply, her mother comments, â€Å" Just what we need, skirts in the law! † Minerva argues, however, â€Å"It is just what this country needs It’s about time we women had a voice in running our country. † Her sisters had always worried about Minerva and her bravery because politics were dirty business and someone was always getting killed because they said the wrong thing and made Trujillo unhappy. Minerva did not care about the risks about being a woman in politics, she cared about equality and making a difference in the Dominican Republic. She thought she would get some freedom if she left home and went to a boarding school and that’s exactly what she did. In the boarding school, Minerva met a girl whose family was killed by Trujillo and she absolutely hated him for that. This girl told Minerva about all the terrible things that Trujillo has done and this is when Minerva starts learning more about Trujillo. This is also when you start seeing Minerva start becoming rebellious. This is shown when there is a class going on, but Minerva is not there instead she is on a balcony above the class talking to the girl who told her about Trujillo. This boarding school is also where she meets Trujillo for the first time and also shows bravery here. The school is performing a play for Trujillo when Minerva’s friend lifts her arrow and points it at Trujillo. Minerva risks herself to stop her friend from shooting the arrow. It was a small act of courage, but its the small acts that lead to the greater ones. Once Minerva graduates from boarding school and returns home, shortly after the family receives a party invitation from Trujillo. Once inside the castle, Minerva gets seated at a special table which was a request from Trujillo and once Trujillo arrives in the ballroom where the party is being held, he asks Minerva to dance. While dancing, Trujillo tells her how he never forgot her from the boarding school and how he thinks that she is very beautiful. Trujillo slowly moves his hands down her back and onto her buttocks and that is when she backs up and slaps him. No one would ever dare slap Trujillo, even after an act like this. This is a great act of disgrace and Minerva was very brave for standing her ground and slapping him. Everyone looked down on her with shock for what she did and her family was very mad and panicked and left immediately. Her family was very mad because slapping Trujillo could get the whole family killed because that was an act of rebellion. Minerva explains to her family that she did not slap him as a sign of rebellion, but because he touched her buttocks making her very uncomfortable. The family then was not as mad, but they were still very worried to what was going to happen to them. At this point of the movie, Minerva is still the one with the most courage while the rest of the family is accepting their cowardice. It took a lot of courage for Minerva to slap Trujillo in such a public place and at his own party. She knew there would be consequences to this, but she was still not afraid. Soon after the party soldiers came to the Mirabel household looking for the father. They said they were taking him in for quest oning, but everyone knew that he was being arrested and they did not know when they would see him again. Once the soldiers left, Minerva smashed the picture of Trujillo that was hung in their house because of her anger. This is another act of courage because if there are spies around they can come in and take Minerva away and kill her for doing that. ANother act of courage is when Minerva goes to the castle of Trujillo to talk to him about releasing her f ather. Trujillo came up with a game that they would play. They had to roll dice and who ever got the higher number won. The deal they made was if he won her father would not be released, but if she won the father would be released and she would be allowed to go to law school. Women were not allowed to go to law school in the Dominican Republic, so asking Trujillo to let her attend was another act of courage. Minerva ended up winning and Trujillo break the deal that he made with Minerva. The father was released and Minerva soon left to law school. At this point of the movie, Minerva’s sister began to show courage too. In law school, Minerva joins a group that goes against Trujillo and comes up with different plans and ideas to rebel against him, for example hanging up posters around town. One day one of Minerva’s sisters runs away from home and comes to Minerva. This is brave because women were needed at home and it was dangerous for them to travel by themselves. Also leaving home with not telling anyone would leave the parents worrying about their daughter. Minerva tells her sister to go home because it’s a bad time and not a place for her sister to be, trying to protect her. Leaving her sister met a guy who was part of the rebellious group and he got her to be in it as well. Now this is sister is being brave because now she is going against Trujillo as well putting the family in even more danger. Soon the third sister is also in the group and the three sisters become the leaders of this group. They become known as, â€Å"Las Mariposas. † The group is soon caught and everyone in it is arrested. When the sisters look out a small hole in the wall, they see a flag with butterflies on it, representing them and this gives them more hope. Soon the sisters are released from jail by Trujillo. When Minerva arrives at home, Trujillo is there waiting for her. He tells her that she has a lot of courage because everytime he does something nice for her because he likes her, she instead turns her back and does something back and is not afraid to pay the consequences. She then asks Trujillo to release hers and her sisters husbands from jail and Trujillo says he will. The sisters go visit their husbands and give them the good news, but on the way there they get stopped by soldiers. They get taken out of the car and into the cornfields where hey get slaughtered. This ending is very controversial because it was a group of men that killed them, but after all their courage and everything they did for the country, who would want to harm them? Also could have Trujillo ordered their death even if he loved Minerva and did everything she asked for? This part of the story may never be known. The movie begins with only Minerva being the brave one, but ends with three out of four sisters being the brave ones and fighting for what they believed was right. The sisters stopped accepting their cowardice and displayed their courage. As she was being marched down the hall, a voice from one of the cells called out,Mariposa does not belong to herself alone. She belongs to Quisqueya! Then everyone was beating on the bars calling out, Viva La Mariposa! Tears came to my eyes. Something big and powerful spread its wings inside me. Courage, I told myself. And this time, I felt it. † This is a quote from the movie and book that shows that although Minerva has been courageous the whole time, she did not feel it until she was leaving the jail. Everything that Minerva did in her lifetime, built her courage up and made her stronger each time.

Adjustment Disorder with Disturbance of Conduct Case Study

Adjustment Disorder with Disturbance of Conduct Case Study Identifying the Problem Bobby is 12-year-old boy. He was referred to counseling due to his recent onset of disruptive behaviors. Bobby’s parents recently divorced and currently he lives with his mother and a 1-year-old sister. During the last five minutes of the sixth session, he confessed that he hated his baby sister and he thought of killing and harming her. He reported that about a month ago, he made his sister sick by giving her a chocolate laxative. He also reported that he did not inform his mother about what he had done to his sister. His mother thought that his baby sister had a stomach virus. He stated that what he did was wrong. Bobby felt that his baby sister changed his life to the worse. He wants her to go away. He added that he did not want to hurt her today. Bobby’s parents has divorced recently which is a substantial change in his family life. There is no enough information or description about his disruptive behaviors except that they were severe enough to bring him to therap y. Additionally, he has homicidal ideation of killing his baby sister and violated her rights by giving her laxative which was luckily not life threatening. Bobby was diagnosed with Adjustment Disorder with Disturbance of Conduct. People including children develop this disorder due to a reaction of major stress. The intensity of this disorder depends on the child’s disposition, susceptibility, previous experiences and coping skills. Adjustment disorder lasts for six months. The symptoms may continue dependent on the stressor and its consequences. The divorce of his parents is unquestionably will have a long lasting effect on Bobby and his baby sister. Bobby has some of the feature of oppositional defiant disorder such as disobedience and opposition to authority figures; it does not include some of more severe behaviors such as violating the basic right of others or age appropriate social norms. When the behaviors meet both disorders’ symptoms, the conduct disorder take precedence and ODD is not diagnosed. I would schedule a same day session with Bobby and his parents to discuss the seriousness of the problem. I would explore all the concerns I have regarding the baby’s safety and depends on the outcome of that meeting, I will determine to call CPS. My responsibility as a therapist is to take each case seriously regardless whether Bobby is going to carry out his homicidal ideation toward his baby sister. Nevertheless, Bobby is having real feeling of hate toward his sister for a whole year. He is not getting used to having her in his life. During this meeting, I will learn from the parents regarding any recent changes in his health, and include his treating physician. In regards to the parents I would be cautious regarding their quality of care toward their children. I need to know whether there is a possibility of neglect and carelessness or that the parents, especially the mother, is suspecting any intention of Bobby to hurt his sister. They must be given the benefit of the doubt. Within that same vein of thinking, as a therapist, I must be cautious of accusing the parents of neglect due to the serious and could alter the parents’ life. Ethical Decision Making Model The author elected to employee the 7 step Kitchner Ethical Decision Making Model (1984) to apply to the aforementioned vignette. 1. Problem or dilemma: be aware of the different perspectives that may be used identify the problem. It is the duty of the therapist to take Bobby’s intension in homicidal ideation toward his baby sister seriously, while may not be serious about his homicidal ideations, it is important to ensure that baby sister is safe. It is important that this therapist ensure that Bobby’s feeling is not malicious. Sibling abuse can be physical, is the physical, emotional or sexual. It can vary from mild aggression such as shoving or severe such as using weapons or deliberately try to hurt their siblings (Frazier Hayes, 1994). Parents usually are not aware of the problem because either they are working outside the home or they assume that it is a sibling rivalry, which they conceive as normal (Strauss, Gelles, 1994). The difference between sibling abuse and sibling rivalry is that sibling may argue or call each other names but the main difference is that it become and abusive relationship when one child is always the victim and the other is always the aggressor. The result of sibl ing abuse is long lasting that may last to adulthood. Although Bobby’s sister is a baby and does not know what was going on, and that Bobby said that he did not want to kill her today, his anger may trigger this urge and think of killing her again. This therapist does not feel that the baby sister is safe without informing the parents and authority to prevent the next blow (Schneider, Ross, Graham, Zielinski, 2005). As a court mandated reporter it is my duty to report suspected child abuse within 24 hours. However, I have mixed feeling regarding this dilemma. Bobby is my client and by obeying the law, I am preaching the confidentiality and the trust that we built together through the last six sessions. Reporting this information may result in taking the baby out of the home. Would working with parents to ensure the baby’s safety be enough to resolve the issue? After all, the parents are divorced and Bobby may become angrier and more determined to hurt his baby sister. This family went through rough time, as is; however, having a mental disorder, being a teenager, I feel that he present an immediate danger to his sister. Bobby says that he is not thinking about killing her â€Å"today† is not guaranteed and the baby’s safety is in jeopardy. Thus, CPS should be contacted and conferred with in accordance to the APA code of Ethics: As Ethical Standard 5.02 states: Psychologists have a primary obligation and take reasonable precautions to respect the confidentiality rights of those with whom they work (2010). At times, the value of confidentiality will conflict with other important values. Such a conflict may arise when a psychologist receives information concerning child abuseinformation that may be helpful or necessary to stop the abuse and protect the child. It is also important to schedule separate emergency sessions with the parents and their children to provided support and offer psychoeducation regarding the process. According to, the California Child Abuse and Neglect Reporting ACT (CANRA), located in California Penal Code Sections 11164 11174.3., states that mandated reporters should be knowledgeable of their duty to report. The law states that â€Å"when the victim is a child (a person under the age of 18) and the perpetrator is any person (including a child), the following types of abuse must be reported by all legally mandated reporters: Physical abuse (PC 11165.6) is defined as physical injury inflicted by other than accidental means on a child, or intentionally injuring a child.†. Additionally, child abuse must be reported if â€Å"â€Å"†¦has knowledge of or observes a child in his or her professional capacity, or within the scope of his or her employment whom he or she knows or reasonably suspects has been the victim of child abuse or neglect†¦Ã¢â‚¬  (PC 11166[a]). â€Å"Reasonable suspicion† occurs when â€Å"it is objectively reasonable for a person to ente rtain such a suspicion based upon facts that could cause a reasonable person in a like position, drawing when appropriate on his or her training and experience, to suspect child abuse† (PC 11166[a][1]). 2. Identify the potential issues involved Consider: autonomy/beneficence/Nonmaleficence/justice. The first moral principle that applies to this situation is autonomy. In order for Bobby to grow, he needs to be able to make his own decisions and not rely on his therapist to make decisions for him. Corey, Corey and Callanan (2003) stated, â€Å"respect for autonomy entails acknowledging the right of another to choose and act in accordance with his or her wishes†¦Ã¢â‚¬  (p.16). If I report the homicidal ideation and possible physical abuse then I am not acting in accordance with Bobby and his family’s wishes and therefore I am not promoting autonomy. I feel very strongly about fostering independent relationships, which causes me to question which decision is best for Bobby. The very real issue of the therapist needing to break Bobby’s confidentiality and thus his autonomy is unfortunate but necessary. The different issues involved include Bobby homicidal ideation toward his baby sister and the real possibility that he could attempt to kill her. There is a possibility that Bobby is planning to kill his sister, if that the case, then something has to be done to protect the sister from him. Another issue include the possibility of Bobby having a more serious mental illness; his parents do not have to cope with that alone. It would be beneficent to help them through providing the right treatment, which involve therapy, training and medication if necessary to help build positive environment and deal with the disorder early in Bobby’s life. There is also the possibility that Bobby does not mean what he was saying, if this is the case, Bobby could suffer egregiously and emotionally and so are his parents. Furthermore, the therapist could lose Bobby as a client as a result of the unjust accusation and the subsequent mandated reporting of the claim. However, such a loss, while undesirable is acceptable as the therapist followed the proper code of conduct regarding mandated reporting and nonmalfecience. The therapist will on the same day schedule an individual session with Bobby and assess the client for homicidal ideation and then notify the proper authorities. Nonmaleficence can support either reporting the abuse or not reporting the abuse. In order to prevent physical harm to the baby, the therapist would have to report the abuse. On the other hand, if the therapist does not report the abuse Bobby, his sister may suffer and may be killed. What if Bobby’s actions of giving his sister harmful substance were a one-time action that will never happen again? Reporting may cause Bobby suffers harm that could have been avoided. The principle of beneficence can also support both courses of action. On one hand, if I report the abuse I am promoting the safety of the baby. On the other hand, if I do not report the abuse I am promoting Bobby’s best interests and ensuring that he will not be separated from his mother. Fidelity would support not reporting the abuse because it would require the therapist to break the trust of my client. She has a responsibility to her client and breaking Bobby’s trust would mean that the therapist honoring her responsibility as a professional. On the other hand, veracity would support reporting the abuse because the therapist was truthful from the start with the client when she provided him with informed consent. In the informed consent, the therapist explained that there were limits to confidentiality. There is an obvious conflict in the moral principles in this ethical dilemma. While some of the principle support reporting the abuse, others support not reporting the abuse. To raise even more conflict some of the principles can support both decisions. The therapist sees clear contradictions between fidelity and veracity, nonmaleficence and beneficence and autonomy and beneficence. Fidelity says not to break the trust of the client, while veracity says that she can because she outlined the limits in my informed consent. Just as nonmaleficence could support not reporting the abuse to avoid harm to Bobby’s emotional state, but beneficence would say that the therapist not promoting the baby’s physical well-being. Beneficence can also contradict with autonomy because if I promote the baby’s physical safety by reporting the abuse then I am not honoring the client Bobby’s wishes, which is not supporting his autonomy. 3. Review the relevant ethical guidelines. Is there one or should there be one? The client is an adolescent who has notified the therapist that he hated his baby sister and that he had homicidal ideation toward her. He gave her laxative and made her ill a month ago but he said he did not want to kill her today. In deference to section 11165.3 of the California Penal Code: â€Å"any mandated reporter who has knowledge of or who reasonably suspects that mental suffering has been inflicted upon the child or that his or her emotional well-being is endangered in any other way may report the known or suspected instance of child abuse or neglect to an agency† (2013). Since the therapist has an indication, that homicidal ideation could be occurring in the home, the therapist is mandated to report that information. In addition, the APA code of Ethics (2010) stipulates in section 5.02: Psychologists have a primary obligation and take reasonable precautions to respect the confidentiality rights of those with whom they work. At times, the value of confidentiality wil l conflict with other important values. Such a conflict may arise when a psychologist receives information concerning child abuse.† Reporting the information to proper authorities will likely be helpful or necessary to stop the abuse and protect the child. In deference to the nineteen seventy-four Tarasoff case ruling, the mother should also be notified of possible danger. 4. Obtain consultation. Prior to reporting the therapist would seek consultation from fellow therapists, CPS and the APA to seek ethical and legal perspectives. In addition, she would refer to an ethical decision making model to assist in the decision process. Whether or not there is any indication on knowledge of the brother is abusing his sister and considering as just sibling rivalry. The therapist concern is that the boy is having enough time with the baby alone without any adult supervision to give her the laxative. Additionally, does the mother know that her son is cruel to his sister but she is afraid of revealing it for the fear that he may be taken away from her? 5. Consider possible and probable courses of action. Probable courses of action include: Emergency individual sessions with each family member will be scheduled within 24 hours of learning about the homicidal ideation. During the emergency session, the therapist would immediately assess Bobby and the respective family members. In addition, the therapist would assess Bobby’s cognition and remind him that he signed an informed consent form, which highlighted the exceptions to confidentiality. If it appears that the client intends to harm his sister the therapist while in session will call the clients treating physician and confer about the next course of action. If there is no time and the client is definitely going to hurt his sister, then separation and removing Bobby temporarily is appropriate. In addition, a mutually agreed upon plan between the therapist and Bobby needs to be in place to ensure that Bobby may refer to it whenever he feels the need to hurt his sister. As there has been a possibility of homicidal ideation by Bobby, child protective services (CPS) must be called within 24 hours. As mentioned previously, the mother according to the Tarasoff ruling should also be notified that there is a possible threat to her baby daughter and should be provided with the support they need to cope with the issue. Follow up sessions with the therapist should also be scheduled 6. Enumerate the consequences of various decisions The therapist could ignore what Bobby said, which could cause further harm to the baby sister. If Bobby decided to physically abuse his sister or gave her laxative or more potent substances then baby would have to continue to suffer from his actions. One of the consequences of reporting Bobby that should be considered is that Bobby may hate his sister even more and would carry out his ideation and actually kill her. On the other hand, if Bobby’s homicidal ideation is just an empty threats, Bobby could be affected emotionally and mentally to such an accusation. In addition, Bobby may refuse to come to therapy and not trust this therapist or any other therapists. Nevertheless, telling the therapist about his feeling toward his sister and wanting to kill her should be considered a â€Å"cry for help† and should be treated with respect. The question of protecting Bobby’s confidentiality arises due to his confession, however: according to the APA code of Ethics: As Ethical Standard 5.02 states, Psychologists have a primary obligation and take reasonable precautions to respect the confidentiality rights of those with whom they work. At times, the value of confidentiality will conflict with other important values. Such a conflict may arise when a psychologist receives information concerning child abuseinformation that may be helpful or necessary to stop the abuse and protect the child (2010). † In addition, if he were able to comprehend the information I would go over the informed consent form with Bobby, which highlighted the necessity of contacting proper authorities regarding the homicidal ideation. Breaking Bobby’s confidentiality could prove to cause him to react emotionally and his trust in the therapist could be broken. It could be very difficult to reclaim or develop trust in Bobby which cou ld hinder the therapeutic process, however if the therapist believes that abuse is occurring she has the law and the code of ethics on her side. 7. Decide what appears to be the best course of action After the therapist had conducted the emergency sessions and discussed the concern with Bobby, the therapist would review the issue(s) with her peers, refer to the APA ethical guidelines and consult with the APA attorneys and CPS, she would then likely call the proper authorities. If Bobby claims that, he was exaggerating and that he did not mean it literally. The therapist has to be cautious and ensure the safety of the baby and reassess Bobby to see whether the initial diagnosis is still appropriate. My initial response is to report this information immediately. â€Å"Failure to Report an abuse result in a misdemeanor punishable by up to six months in county jail and/or up to a $1000 fine (P.C. 11166[c]). He or she may also be found civilly liable for damages, especially if the child-victim or another child is further victimized because of the failure to report (Landeros vs. Flood (1976) 17C.3d399). Furthermore PC 11166.01[b] states that â€Å"any mandated reporter who willfully fails to report abuse or neglect, or any person who impedes or inhibits a report of abuse or neglect†¦ where that abuse or neglect results in death or great bodily injury, shall be punished by not more than one year in a county jail, by a fine of not more than five thousand dollars ($5,000), or by both that fine and imprisonment.† What I understood from this lengthy definition is that if I had any suspicion that the baby was not safe that I should report (CANRA, 1980). Finally, if I did not report his homicidal ideation I would be sending a wrong message to Bobby and may think that is acceptable to have those feeling about his sister. As a therapist, I am dealing with the dilemma of fulfilling my legal duty to report and protect the baby sister rather than attempting to work with Bobby and doing what is in the best interest for his well being. Reference The Child Abuse and Neglect Reporting Act (CANRA), 1980.  www.leginfo.ca.gov/calaw.html

Why Evolution is True, by Jerry A. Coyne Essay -- Why Evolution is Tr

Why Evolution is True is a book by Jerry A. Coyne about how modern man slowly evolved from single cell organisms. This book has changed my whole perspective of evolution. Before I read this book I was a strong believer in creation but while reading this book I realized that there are to many connections between all of earths animals. I am unable see a scenario where we could share so much of our genes with other creatures and still say that we did not evolve from other animals and were just created by a god. What is evolution? Evolution in modern terms is fairly easy to understand. Evolution is the theory that life on earth began with a single celled organism that lived more that 3.5 billion years ago that slowly evolved into many diverse creatures over time. When you break down this theory into sections you get 6 factors: evolution, gradualism, speciation, common ancestry, natural selection and nonselective mechanisms of evolutionary change. The first part of the evolution theory is evolution itself. Evolution itself is the idea that a species undergoes a genetic change over time to evolve into something that is very different. These differences are seen in our DNA and are considered mutations at first but slowly become the norm. The second part of the theory of evolution is gradualism. Gradualism is the idea that it takes many generations to produce a substantial evolutionary change. An example of this change is birds gaining the ability to fly. The third part of the evolution theory is speciation. Speciation means that different groups of creatures that cannot exchange genes with one another cannot interbreed with one another. The fourth part of the evolution theory is common ancestry. Common ancestry is the... ...ion is very minor. Chapter nine is Evolution Redux. Creationists find evolution very convincing but at the same time they still don’t believe it. There is no lack of evidence that points toward evolution being the truth. Every day there is hundreds of observations and experiments that point to evolution being true. Every fossil and piece of DNA observed points to evolution being a fact. The evidence point to evolution being true is so overwhelming it is hard to believe people still believe in a creator. Evolution is neither moral nor immoral it is just the truth. Once people understand that we are the only creatures that natural selection has created with a brain complex large enough to understand the laws that govern the universe, which is the amazing product of evolution. Works Cited Coyne, Jerry A. Why Evolution Is True. New York: Viking, 2009. Print.

AIDS in the United States :: Research Disease Diseases Sexually Essays

AIDS in the United States Until the beginning of the AIDS epidemic, a rare, benign skin disease called Kaposi’s Sarcoma was almost exclusively diagnosed in older, dark-skinned men from Europe and Africa. Between 1979 and 1981, â€Å"Kaposi’s sarcoma had been diagnosed in twenty-six men, twenty in New York and six in California. Eight had died, all in less than two years. Only one was nonwhite. None was more than fifty-one years old; the mean age was thirty-nine. All were homosexual.† (Grmek, 6-7) The emergence of Kaposi’s sarcoma in the United States and its behavior aroused concern in the medical community. Atypical victims of an ordinarily non-lethal disease were dying in New York and San Francisco. Pneumocystis carinii, an unusual form of pneumonia, was also being diagnosed at the time in other patients. It soon became clear that the unidentified disease (AIDS) targeted the human immune system. However, the virus that eventually caused AIDS was yet to be isolated and identified. In 1983, through the combined efforts of the United States and France (laboratory of Robert Gallo at the National Institutes of Health and Professor Luc Montagnier of the Pasteur Institute, respectively), the human immunodeficiency virus (HIV) isolation was achieved and the two nations shared the commendation. Luc Montagnier of the Pasteur Institute was recognized for the first isolation of the HIV virus and Robert Gallo of the National Institutes for Health was accredited with the ability to reproduce the virus and acknowledged for the invention of the diagnostic tests. (Schoub 9-10) The precise origin of the virus with regard to place and time is unknown. However, information about the origins of HIV is not pertinent to the control or repression of the disease. Regardless of whether HIV originated in Africa the 19th century or in the United States in the 1950’s, the modern suppression of the epidemic would proceed similarly. An anti-viral agent is designed to hinder a phase of the virus’ multiplication. Unfortunately, it is difficult to create an anti-viral agent for HIV â€Å"because of the overlap of the biochemical processes of viruses and those of cells, and it would thus be virtually impossible to design chemical agents that would be sufficiently selective to be therapeutically useful.† (Schoub, 159) Essentially, it is arduous to inhibit the natural processes of the virus without inhibiting the similar processes of the human cell. There are several different strains of HIV in existence and new strains are constantly mutating.

The Impact Technology Has on Education Essay -- Computers Networking E

The Impact Technology Has on Education missing works cited Technology is not a new concept. Humans are constantly inventing new items that will make their lives easier and more enjoyable. In the early 1800s, a technological invention was introduced into classrooms that would prove to "have a profound impact on teaching." Advocates felt that the invention would prove to be invaluable and it was placed in classrooms around the country. In the beginning, teachers needed to be encouraged to use this new technology. They were given step-by-step instructions on how to integrate its use into their lessons. Today it is hard to imagine a classroom that doesn’t have this technology†¦Ã¢â‚¬ ¦.the chalkboard! In the twentieth century, a variety of new devices were invented that provided new ways for teachers to present their lessons. When motion pictures entered the classrooms, people thought that books would become obsolete. Some people thought that it would be possible to teach every branch of human knowledge with the motion picture and it would soon replace the teacher. These inventions, which are only two of hundreds, have not made the teacher’s role obsolete. They have simply provided tools to make teaching and the learning experience more effective and enjoyable. Some people believe that by introducing computers into classrooms, society is beginning to replace the role of teachers with today’s technology. This is untrue. Although it will, and it has, changed the role of the teacher, as well as the role of the student, the computer, just as the motion picture and the chalkboard will enhance the classroom. It will bring about new techniques of teaching and learning. Computers and networking are an important part of today’s society. ... ...ciates, Inc http://www.classroomgoodies.com/ †¢ More on Distance Education: TEAMS Distance Learning http://www.teams.lacoe.edu/ Satellite Educational Resources http://www.serc.org/ Cyberschool http://www.cyberschool.k12.or.us/ Aphelion http://www.charismagics.com/amphelion/ Access2Education http://www.access2education.com/ †¢ Links to Teacher and Student Resources Education world http://www.education-world.com/ Federal Resources ed. Excellence http://www.ed.gov/free/ Education Planet http://www.educationplanet.com/ Worldwide Classroom http://www.worldwide.edu/ †¢ Links to Disability sites American Asso. Of University Affiliated Programs http://www.aauap.org/ Equal Access to Software Information http://www.isc.rit.edu/~easi/ Education Emancipation Disabled Manpower http://www.eega.nl/ Deaf Education Option Web http://www2.pair.com/options

Project Management Essay

1. Discuss why many information technology professionals may overlook project cost management and how this might affect completing projects within budget. Information technology professionals do not understand basic accounting and finance principles to be able to do a net present value analysis return on investment and payback analysis. It should also be considered that new technologies or software development expenses are very inaccurate as it is hard to put a figure on something has not been developed. The problems they face may be they estimate too quickly, do not have the estimating experience, may be biased towards underestimating and management may require more accuracy. The book states that IT professionals understand the value of a balanced portfolio aligned with business objectives but lack a well-defined and consistent process for managing the origination, evaluation and execution of IT investments. As far as contemplating projects with budgets it would not be an accurate estimate of cost unless all the stakeholders are involved to make these determinations. 4. Explain what happens during the process to determine the project budget. A project budget involves allocating cost estimates to individual work over the time of the project and is based on the WBS. The budget is determined using the cost estimates, basis of estimates, scope baseline, schedule, resource calendar, contracts and organizational process assets. The main goal is cost budgeting which creates a cost baseline for measuring performance and funding requirement and taking into consideration document updates. It is also important to understand how the company operates so the budget is created appropriately. 6. What is project portfolio management? Can project managers use it with earned value management? Project portfolio management allows organizations to collect and control an entire suite of projects or investments as on set of interrelated activities. Project managers can use it with earned value management as it is a performance measurement technique that let them know how well the project is meeting scope, time and cost goals by entering actual information and then comparing it to a baseline. 7. Describe several types of software that project managers can use to support project cost management. Spreadsheets are a common tool used for cost estimating, budgeting and control. Microsoft Project is a project management software that allows for the following to be created such as: cash flow, budgets, over budget tasks, over budget resources and earned value reports. Some project managers simply use the company’s accounting software and spreadsheets to receive more flexibility. They have also learnt to connect their accounting software to the project management software for more accurate information.

Busi 3103 Notes

ORGANIZATIONAL THEORY – STUDY LIST – KEY CONCEPTS PART ONE: INTRODUCTION TO ORGANIZATIONS CHAPTER ONE – ORGANIZATIONS AND ORGANIZATIONAL THEORY Administrative principles: closed system management perspective that focuses on the total organization and grows from the insight of practitioners – Bureaucratic organizations: organization design based on clearly defined authority and responsibility, formal record keeping and uniform application if standard rules – Change strategy: a plan to guide an organizational change – Chaos Theory: a scientific theory that suggests that relationships in complex, adaptive systems are made up of numerous interconnections that create unintentional effects and render the environment unpredictable – Closed system: autonomous, enclosed and not dependent on the external environment – Contextual dimensions: the characteristics of an organization, including size, technology, environment and goals. – Contingency: the applicable management approach to deal with unforeseen events – Effectiveness: the degree to which an organization achieves its goals – Efficiency: the amount of resources used to produce a unit of output – Hawthorne studies: studies worker productivity.Managers who treat their employees well facilitate increased employee output – Learning organization: everyone is engaged in finding and solving problems enable continuous improvement and capabilities of its own employees – Level of analysis: in systems theory, the subsystem on which the primary focus is placed; four levels of analysis characterize the organization – Meso theory: combines micro and macro levels of analysis – Open System: interacts with the environment for survival – Organization: social entities that are goal directed, deliberately structured and linked to the external environment – OB: micro approach to organizations with focus on indiv iduals in the organization – OT: macro approach to organizations that analyses the whole organization as a unit – Role: allows an employee to use their abilities to achieve outcomes and meet goals – Scientific management: claims decisions about organization and job design should be based on precise, scientific procedures – Stakeholder: any group within or outside an organization that has a stake in the rganizations performance – Stakeholder approach: (constituency approach) stakeholder satisfaction indicates the performance of the organization – Structural dimensions: describes the internal characteristics of an organization – Subsystems: divisions of an organization that perform specific functions for the survival of the organization. Functions include boundary spanning, production, maintenance, adaptation and management – System: set of interacting elements of inputs, transformation and output to the environment – Task : narrowly defined piece of work assigned to a person PART TWO: ORGANIZATIONAL PURPOSE AND STRUCTURAL DESIGN CHAPTER TWO – STRATEGY, ORGANIZATIONAL DESIGN, AND EFFECTIVENESS – Analyzer (62) Competing values model: perspective on organizational effectiveness that combines diverse indictors of performance that represent competing management values – Defender: business strategy that seeks stability or retrenchment rather than innovation or growth – Differentiation strategy: used to distinguish an organization’s products or services from others in the industry – Focus strategy: concentrates on a specific regional market or buyer group Goal approach: concerned with output and whether the organization achieves its output goals – Human relations emphasis: competing-values model that incorporates the values of an internal focus and a flexible structure – Internal-process approach: looks at internal activities and assesses effectiveness by indicators of internal health and efficiency – Internal-process emphasis: competing-values model that looks at the values of internal focus and structural control – Low-cost leadership strategy: tries to increase market share by emphasizing low cost compared to competitors – Mission: organization reason for existence – Official Goals: formally stated definitions of business scope and outcomes the organization strives to achieve (also called mission) – Open-systems emphasis: competing-values model that looks at the combination of external focus and flexible structure – Operative goals: explain what the organization is trying to achieve, with focus on the actual operating procedures – Organizational goals: desired state the organization attempts to reach – Prospector: business strategy characterized by innovation, risk aking, seeking new opportunities and growth – Rational-goal emphasis: competing-values model that foc uses on structural control and external focus – Reactor strategy: business strategy in which environmental threats and opportunities are responded to in an ad hoc fashion – Resource-based approach: organizational perspective that assesses effectiveness based on how organizations successfully obtains, integrates and manages valued resources – Strategy: set of plans, decisions and objectives that have been adopted to achieve the organizations goals – Structure: formal reporting relationships, groupings and systems of an organization CHAPTER THREE – FUNDAMENTALS OF ORGANIZATIONAL STRUCTURE Centralized: level of hierarchy with authority to make decisions – Chain of command: formal line of authority to make decisions Decentralized: decision making and communication that is spread out across the company – Departmental grouping: structure where employees share a common supervisor and resources, are jointly responsible for performance, and te nd to identify and collaborate with each other – Divisional grouping: people are organized according to what the organization produces – Divisional structure: structuring based on individual products, services, product groups, major projects, or profit centers (also called product structure or strategic business units) – Functional grouping: grouping of employees who perform similar functions or work processes or who bring similar knowledge and skills to bear on a task – Functional matrix: structure in which functional bosses have primary authority, and product or project managers simply coordinate product services – Functional structure: grouping of activities by common function – Horizontal grouping: organizing of employees around core work processes rather than by function, product or geography – Horizontal linkage: amount of communication and coordination that occurs horizontally across organizational departments – Horizont al structure: structure that eliminates both the vertical hierarchy and departmental boundaries by organizing teams of employees around the core work processes, the end to end work, information, and material flow that provide value directly to customers – Hybrid structure: combines various structural approaches (functional, divisional, geographical, and horizontal) tailored to specific strategic needs – Integrator: a position or department that is reated to coordinate several departments – Liaison role: person that is responsible to communicating and achieving coordination with another department – Matrix structure: strong form of horizontal linkage in which both product and functional structures (horizontal and vertical) are implemented simultaneously – Multifocused grouping: a structure in which an organization embraces structural grouping alternatives simultaneously – Organizational structure: designates formal reporting relationships, in cluding the number of levels in the hierarchy and the span of control of managers and supervisors; identifies the grouping together of individuals into departments and of departments into the total organization; and includes the design of systems to ensure effective communication, coordination and integration of efforts across departments – Outsourcing: contracting out certain functions, e. g. anufacturing,IT†¦to other organization – Process: organized group of related tasks and activities that work together to transform inputs into outputs that create value for customers – Product matrix: a variation of the matrix structure in which project or product managers have primary authority, and functional managers simply assign technical personnel to projects and provide advisory expertise – Re-engineering: redesigning a vertical organization along its horizontal workflows and processes – Symptoms of structural deficiency: signs of the organization structure being out of alignment, including delayed or poor quality decision making, failure to respond innovatively to environmental changes, and too much conflict – Task force: temporary committee composed of representatives from each department affected by a problem Teams: permanents task forces often used in conjunction with a full time integrator – Vertical information system: periodic reports, written information and computer based communications distributed to managers – Vertical linkages: communication and coordination activities connecting the top and bottom of an organization – Virtual cross-functional teams: teams comprising individuals from different functions who are separated in space and time as well – Virtual network grouping: organization that is loosely connected cluster of separate components – Virtual network structure: the firm subcontracts many or most of its major processes to separate companies and coordinates their a ctivities from a small headquarters or organization – Virtual team: made up of organizationally or geographically dispersed members who are linked through advanced information and communications technologies. Members frequently use the internet and collaborative software to work together, rather than meeting face to face SLIDES ONLY – BCG matrix (10): Consider market share and growth for product portfolios PART THREE: OPEN-SYSTEM DESIGN ELEMENTS CHAPTER FOUR – EXTERNAL ENVIRONMENT – Boundary spanning roles: activities that link and coordinate an organization with key elements in the external environment – Boundary scanning roles (Slide only) Buffering roles: activities that absorb uncertainty from the environment – Cooptation: when leaders from important sectors in the environment are made part of an organization – Differentiation: the differences (cognitive and emotional) among managers in various functional departments of an organiz ation and formal structure differences among these departments – Direct interlock: occurs when a member of the board of directors of one company sits on the board of another – Domain: an organizations chosen environmental field of activity – General environment: sectors that may not directly affect the daily operations of a firm but will indirectly influence it – Green environment: natural environment Indirect interlock: occurs when a director of one company and a director of another are both directors of third company – Integration: the quality of collaboration between departments of an organization – Interlocking directorate: formal linkage that occurs when a member of the board of directors of one company sits on the board of another company – Mechanistic: an organization system marked by rules, procedures, a clear hierarchy of authority, and centralized decision making – Organic: free flowing, adaptive processes an unclear hierarchy of authority, and decentralized decision making – Organizational environment: all elements that exist outside the boundary of the organization and have potential to affect all or part of the organization – Resource dependence: a situation in which organization depends on the environment, but strive to acquire control over resources to minimize their dependence – Sectors: subdivisions of the external environment that contain similar elements – Simple-complex dimension: the number and dissimilarity of external elements relevant to an organizations operations – Stable-unstable dimension: the state of an organization’s environmental elements – Task environment: sectors with which the organization interacts directly and that have a direct effect on the organization’s ability to achieve its goals – Uncertainty: occurs when decision makers do not have sufficient information about the environmental factors and have a d ifficult time predicting external changes CHAPTER FIVE – INTERORGANIZATIONAL RELATIONSHIPS Coercive forces: external pressures such as legal requirements exerted on an organization to adopt structures, techniques, or behaviors similar to other organizations – Collaborative networks: an emerging perspective whereby organizations allow themselves to become dependent on other organizations to increase value and productivity for all – Generalist: an organization that offers a broad range of products or services and serves a broad market – Institutional environment: norms and values from stakeholders that organizations try to follow in order to please stakeholders – Institutional perspective: under high uncertainty, organizations imitate others in the same institutional environment – Institutional similarity: common structures, management approaches and behaviors established by organizations in the same field. Interorganizational relationships: r esource transactions, flows and linkages that occur among two or more organizations – Legitimacy: an organizations actions are desirable, proper and appropriate within the environment’s systems of norms, values and beliefs – Mimetic forces: under uncertainty, this is the pressure to copy or model other organizations that appear to be successful in the environment – Niche: domain of unique environmental resources and needs – Normative forces: pressures to adopt structures, techniques or management processes because they are considered by the community to be up to date and effective – Organizational ecosystem: system formed by the interaction of a community of organizations and their environment, usually cutting across traditional industry lines – Organizational form: an organization’s specific technology, structure, products, goals, and personnel – Population: set of organizations engaged in similar activities with simila r resources and utcomes – Population-ecology perspective: the focus is on organizational diversity and adaptation within a community or population or organizations – Retention: The preservation and institutionalization of selected organizational forms – Selection: process by which organizational variations are determined to fit the external environment, variations that fail to fit the needs if the environment are selected out and fail – Specialist: an organization with a narrow range of goods or services or serves a narrow market – Struggle for existence: principle of the population ecology model that states that organizations are engaged in a competitive struggle for resources and fighting to survive – Variation: new organizational forms that respond to the needs of the external environment (mutations in biology) SLIDES ONLY – Agency theory (9-13): The relationship between Shareholders and Managers is dominated by this question, How can the Agent shareholder/owner make sure that the managers are acting in their best interest? – Transaction cost theory (21-25): The inclusion of all costs are considered when  making  a  decision  and not just the  market prices. CHAPTER SIX – DESIGNING ORGANIZATIONS FOR THE INTERNATIONAL ENVIRONMENT Consortia: groups of firms that venture into new products and technologies – Domestic stage: first stage of international development in which a company is domestically orientated while managers are aware of the global environment – Economies of scale: achieving lower costs through large volume production, often made possible by global expansion – Economies of scope: achieving economies by having a presence in many product lines, technologies or geographic areas – Factors of production: supplies necessary for production e. g. raw materials, land, labor – Global companies: no longer thinks of itself as having a home country â⠂¬â€œ Global geographic structure: an organization divides its operation into world regions, each of which reports to the CEO – Global matrix structure: A horizontal linkage in an international organization in which both product and geographical structures are implemented simultaneously to achieve a balance between standardization and globalization. – Global product structure: product divisions take responsibility for global operations in their specific product areas –Global stage: stage in international development in which the company transcends any one country – Global teams: work groups comprising MNC members whose activities span in different countries (transnational teams) – Globalization strategy: standardization of product design and advertising strategy throughout the world – International division: equal in status to other major departments within the company and has its own hierarchy to handle business in various countries  œ International stage: 2nd stage of international development where company takes exports seriously and is multidomestic – Joint venture: separate entity of sharing developments and production costs and penetrating into a new market between two or more firms – Multidomestic: company that responds to local customers and competition in each country independent of other countries – Multidomestic strategy: competition in each country is handled independently of competition in other countries – Multinational stage: stage of international development where a company has marketing and production facilities in many countries and more than one third of its sales outside its home country – Power distance: level of inequality people are willing to accept within an organization – Standardization: all branches of the company at all locations operate in the same way – Transnational model: horizontal organization with multiple centers, subsidiary ma nagers who initiate strategy and innovations for the company as a whole, and unit and coordination achieved through corporate culture and shared vision and values – Uncertainty avoidance: level of tolerance for and comfort within, uncertainty and individualism within a culture SLIDES ONLY – Core competency (5,6) – Diversification (7-11) PART FOUR: INTERNAL DESIGN ELEMENTS CHAPTER SEVEN – MANUFACTURING AND SERVICE TECHNOLOGIES Analyzability: a dimension of technology in which work activities can be reduced to mechanical steps and participants can follow an objective, computational procedure to solve problems – Continuous process production: completely mechanized manufacturing process with no sorting or stopping – Core technology: work process directly related to the organization mission – Craft technology: technology used for stable stream of activities where the conversion process is not well understood or analyzable – Engineer ing technologies: technology used when there is a substantial variety in the tasks performed, but activities are handled on the basis of established formulas, procedures, and techniques – Flexible manufacturing systems: using computers to link manufacturing components e. g. obots, machines, product design and engineering analysis to enable fast switching from one product to another – Intensive technologies: variety of products or services provided in combination to a client – Interdependence: the extent to which departments depend on each other for resources or materials to accomplish their tasks – Job design: the assignment of goals and tasks to be completed my employees – Job enlargement: the designing of jobs to expand the number of different tasks performed by an employee – Job enrichment: the designing of jobs to increase responsibility, recognition and opportunities for growth and achievement – Job rotation: moving employees fro m job to job to give them a greater variety of tasks and alleviate boredom – Job simplification: the reduction of the number and difficulty of tasks performed by a single person – Joint optimization: the goal of the sociotechnical system approach, which states that organization will function best only if its social and technical systems are designed to fit the needs of each other – Large-batch production: manufacturing process with long production runs of standardized parts – Lean manufacturing: uses highly trained employees at every stage of the production process who take painstaking approach to details and continuous problem solving to cut waste and improve quality – Long-linked technology: the combination, within one organization, of successive stages of production, with each stage using as its inputs the production of the preceding stage – Mass customization: the use of computer integrated systems and flexible work processes to enable c ompanies to mass produce a variety of products or services designed to exact customer specification – Meditating technology: the provision of products or services that mediate or link clients from the external environment and allow each department to work independently – Noncore technology: a department work process that is important to the organization but is not directly related to the central mission – Nonroutine technologies: there is high tasks variety and the conversion process is not analyzable or well understood – Pooled interdependence: the lowest form of interdependence among departments in which work does not flow between units – Reciprocal interdependence: the highest level of interdependence in which the output of one operation is the input of the second, and then the output of the second operation is the input of the first. Routine technologies: technology that’s characterized by little task variety and the use of objective, co mputational procedures – Sequential interdependence: serial form of interdependence in which the output of one operation becomes the input of another operation – Service technology: characterized by simultaneous production and consumption, customized output, customer participation, intangible output and being labour intensive – Small-batch production: manufacturing process, often custom work that is not highly mechanized and relies heavily on the human operation – Sociotechnical systems approach: combines the needs of people with the need for technical efficiency – Task variety: the frequency of unexpected and novel events that occur in the conversion process – Technical complexity: the extent of mechanization in the manufacturing process Technology: tools, techniques and actions used to transform organizational inputs into outputs SLIDES ONLY – History of commercial technology (7) – Historical context of technology – Wo odward, Perrow, and Thompson (10-30) CHAPTER NINE – ORGANIZATIONAL SIZE, LIFE CYCLE, AND DECLINE bureaucracy| An organizational framework marked by rules and procedures, specialization and division of labour, hierarchy of authority, technically qualified personnel, separation of position and person, and written communications and records (p. 30)| bureaucratic control| The use of rules, policies, hierarchy of authority, written documentation, standardization, and other bureaucratic mechanisms to standardize behaviour and assess performance (p. 336)| centralization| Level of hierarchy with authority to make decisions (p. 332)| charismatic authority| Based in devotion to the exemplary character or heroism of an individual and the order defined by him or her (p. 337)| clan control| The use of social characteristics, such as culture, shared values, commitments, traditions, and beliefs, to control behaviour (p. 338)| collectivity stage| The life-cycle phase in which an organization has strong leadership and begins to develop clear goals and direction (p. 24)| downsizing| Intentionally reducing the size of a company’s workforce by laying off employees (p. 343)| elaboration stage| The organizational life-cycle phase in which the red-tape crisis is resolved through the development of a new sense of teamwork and collaboration (p. 326)| entrepreneurial stage| The life-cycle phase in which an organization is born and its emphasis is on creating a product and surviving in the marketplace (p. 324)| Formalization| The degree to which an organization has rules, procedures, and written documentation (p. 332)| formalization stage| The phase in an organization’s life cycle involving the installation and use of rules, procedures, and control systems (p. 26)| incident command sytem| Developed to maintain the efficiency and control benefits of bureaucracy yet prevent the problems of slow response to crises (p. 334)| life cycle| A perspective on organizational g rowth and change that suggests that organizations are born, grow older, and eventually die (p. 323)| market control| A situation that occurs when price competition is used to evaluate the output and productivity of an organization (p. 337)| organizational decline| A condition in which a substantial, absolute decrease in an organization’s resource base occurs over a period of time (p. 340)| personnel ratios| The proportions of administrative, clerical, and professional support staff (p. 32)| rational-legal authority| Based on employees’ belief in the legality of rules and the right of those in authority to issue commands (p. 337)| self-control| A person’s values are brought into line with the organization’s values to control behaviour (p. 339)| traditional authority| Based in the belief in traditions and the legitimacy of the status of people exercising authority through those traditions| SLIDES ONLY – Organizational birth and early life (4,5) †“ Nandy’s Model (6-9) – Genier’s Model (10, 11,18,19) PART FIVE: MANAGING DYNAMIC PROCESSES CHAPTER TEN – ORGANIZATIONAL CULTURE AND ETHICAL VALUES adaptability culture| A culture characterized by strategic focus on the external environment through flexibility and change to meet customer needs (p. 60)| bureaucratic culture| A culture that has an internal focus and a consistency orientation for a stable environment (p. 363)| chief ethics officer| High-level executive who oversees all aspects of ethics, including establishing and broadly communicating ethical standards, setting up ethics training programs, supervising the investigation of ethical problems, and advising managers in the ethical aspects of decisions (p. 379)| clan culture| A culture that focuses primarily on the involvement and participation of the organization’s members and on rapidly changing expectations from the external environment (p. 362)| code of ethics| A formal statement of the company’s values concerning ethics and social responsibility (p. 80)| culture| The set of values, guiding beliefs, understandings, and ways of thinking that are shared by members of an organization and are taught to new members as correct (p. 356)| culture strength| The degree of agreement among members of an organization about the importance of specific values (p. 364)| ethical dilemma| When each alternative choice or behaviour seems undesirable because of a potentially negative ethical consequence (p. 372)| ethics| The code of moral principles and values that governs the behaviour of a person or group with respect to what is right or wrong (p. 369)| ethics committee| A group of executives appointed to oversee company ethics (p. 378)| ethics hotline| A telephone number that employees can call to seek guidance and to report questionable behaviour (p. 79)| external adaptation| The manner in which an organization meets goals and deals with outsiders (p. 357)| heroes| Organi zational members who serve as models or ideals for serving cultural norms and values (p. 359)| internal integration| A state in which organization members develop a collective identity and know how to work together effectively (p. 357)| language| Slogans, sayings, metaphors, or other expressions that convey a special meaning to employees (p. 359)| legends| Stories of events based in history that may have been embellished with fictional details (p. 359)| managerial ethics| Principles that guide the decisions and behaviours of managers with regard to whether they are morally right or wrong (p. 72)| mission culture| A culture that places emphasis on a clear vision of the organization’s purpose and on the achievement of specific goals (p. 361)| myths| Stories that are consistent with the values and beliefs of the organization but are not supported by facts (p. 359)| rites and ceremonies| The elaborate, planned activities that make up a special event and often are conducted for th e benefit of an audience (p. 357)| rule of law| That which arises from a set of codified principles and regulations that describe how people are required to act, are generally accepted in society, and are enforceable in the courts (p. 371)| social audit| Measures and reports the ethical, social, and environmental impact of an organization’s operations (p. 83)| social capital| The quality of interactions among people, affected by whether they share a common perspective (p. 355)| social responsibility| Management’s obligation to make choices and take action so that the organization contributes to the welfare and interest of society as well as itself (p. 372)| stories| Narratives based on true events that are frequently shared among organizational employees and told to new employees to inform them about an organization (p. 359)| subcultures| Cultures that develop within an organization to reflect the common problems, goals, and experiences that members of a team, departme nt, or other unit share (p. 365)| symbol| Something that represents another thing (p. 59)| values-based leadership| A relationship between a leader and followers that is based on strongly shared values that are advocated and acted upon by the leader (p. 377)| whistle-blowing| Employee disclosure of illegal, immoral, or illegitimate practices on the part of the organization’s officers and employees| SLIDES ONLY – Deal and Kennedy – Popular Typology of Organizational Culture (12,13) – Utilitarian ethics model (27) – Moral rights ethics model (28) – Justice ethics model (29) – Forces acting on manager’s ethics moment (30) CHAPTER ELEVEN – INNOVATION AND CHANGE ambidextrous approach| A characteristic of an organization that can behave in both an organic and a mechanistic way (p. 402)| change process| The way in which planned changes occur in an organization (p. 99)| creative departments| Organizational departments that initi ate change, such as research and development, engineering, design, and systems analysis (p. 403)| creativity| The generation of novel ideas that may meet perceived needs or respond to opportunities (p. 399)| culture changes| Changes in the values, attitudes, expectations, beliefs, abilities, and behaviour of employees (p. 397)| dual-core approach| An organizational change perspective that identifies the unique processes associated with administrative change compared to those associated with technical change (p. 411)| horizontal coordination model| A model of the three components of organizational design needed to achieve new product innovation: departmental specialization, boundary spanning, and horizontal linkages (p. 07)| idea champions| Organizational members who provide the time and energy to make things happen; sometimes called advocates, intrapreneurs, and change agents (p. 404)| idea incubator| Safe harbour where ideas from employees throughout the organization can be develop ed without interference from bureaucracy or politics (p. 403)| incremental change| A series of continual progressions that maintains an organization’s general equilibrium and often affects only one organizational part (p. 394)| large group intervention| An approach that brings together participants from all parts of the organization (and may include outside stakeholders as well) to discuss problems or opportunities and plan for change (p. 15)| management champion| A manager who acts as a supporter and sponsor of a technical champion to shield and promote an idea within the organization (p. 405)| new-venture fund| A fund that provides financial resources to employees to develop new ideas, products, or businesses (p. 404)| organization development| A behavioural science field devoted to improving performance through trust, open confrontation of problems, employee empowerment and participation, the design of meaningful work, cooperation between groups, and the full use of human potential (p. 415)| organizational change| The adoption of a new idea or behaviour by an organization (p. 98)| organizational innovation| The adoption of an idea or behaviour that is new to an organization’s industry, market, or general environment (p. 398)| product and service changes| Changes in an organization’s product or service outputs (p. 396)| radical change| A breaking of the frame of reference for an organization, often creating a new equilibrium because the entire organization is transformed (p. 394)| skunkworks| Separate, small, informal, highly autonomous, and often secretive group that focuses on breakthrough ideas for the business (p. 404)| strategy and structure changes| Changes in the administrative domain of an organization, including structure, policies, reward systems, labour relations, coordination devices, anagement information control systems, and accounting and budgeting (p. 396)| switching structures| An organization creates an organic structur e when such a structure is needed for the initiation of new ideas (p. 403)| team building| Activities that promote the idea that people who work together can work together as a team (p. 416)| technical champion| A person who generates or adopts and develops an idea for a technological innovation and is devoted to it, even to the extent of risking position or prestige; also called product champion (p. 405)| technology changes| Changes in an organization’s production process, including its knowledge and skills base, that enable distinctive competence (p. 97)| time-based competition| Delivering products and services faster than competitors, giving companies a competitive edge (p. 409)| venture teams| A technique to foster creativity within organizations in which a small team is set up as its own company to pursue innovations  | SLIDES ONLY – Four P’s (10) – Leavitt’s diamond (11) – Triggers for change (12) – Forces against change (13) – Lewin’s three step change management (14) – Change management five action steps (15-24) CHAPTER TWLEVE – DECISION MAKING PROCESSES bounded rationality perspective| How decisions are made when time is limited, a large number of internal and external factors affect a decision, and the problem is ill-defined (p. 34)| Carnegie model| Organizational decision making involving many managers and a final choice based on a coalition among those managers (p. 445)| coalition| An alliance among several managers who agree through bargaining about organizational goals and problem priorities (p. 445)| contingency decision-making framework| A perspective that brings together the two organizational dimensions of problem consensus and technical knowledge about solutions (p. 458)| decision learning| A process of recognizing and admitting mistakes that allows managers and organizations to acquire the experience and knowledge to perform more effectively in the future (p. 62) | escalating commitment| Persisting in a course of action when it is failing; occurs because managers block or distort negative information and because consistency and persistence are valued in contemporary society (p. 463)| garbage can model| Model that describes the pattern or flow of multiple decisions within an organization (p. 453)| high-velocity environments| Industries in which competitive and technological change is so extreme that market data are either unavailable or obsolete, strategic windows open and shut quickly, and the cost of a decision error is company failure (p. 461)| imitation| The adoption of a decision tried elsewhere in the hope that it will work in the present situation (p. 60)| incremental decision process model| A model that describes the structured sequence of activities undertaken from the discovery of a problem to its solution (p. 447)| inspiration| An innovative, creative solution that is not reached by logical means (p. 460)| intuitive decision making | The use of experience and judgment, rather than sequential logic or explicit reasoning, to solve a problem (p. 439)| management science approach| Organizational decision making that is the analog to the rational approach by individual managers (p. 443)| nonprogrammed decisions| Novel and poorly defined, these are made when no procedure exists for solving the problem (p. 433)| organizational decision making| The organizational process of identifying and solving problems (p. 33)| organized anarchy| Extremely organic organizations characterized by highly uncertain conditions (p. 453)| point–counterpoint| A decision-making technique that divides decision makers into two groups and assigns them different, often competing, responsibilities (p. 462)| problem consensus| The agreement among managers about the nature of problems or opportunities and about which goals and outcomes to pursue (p. 457)| problem identification| The decision-making stage in which information about environm ental and organizational conditions is monitored to determine if performance is satisfactory and to diagnose the cause of shortcomings (p. 33)| problem solution| The decision-making stage in which alternative courses of action are considered and one alternative is selected and implemented (p. 433)| problemistic search| When managers look around in the immediate environment for a solution to resolve a problem quickly (p. 446)| programmed decisions| Repetitive and well-defined procedures that exist for resolving problems (p. 433)| rational approach| A process of decision making that stresses the need for systematic analysis of a problem followed by choice and implementation in a logical sequence (p. 434)| satisficing| The acceptance by organizations of a satisfactory rather than a maximum level of performance (p. 46)| technical knowledge| Understanding and agreement about how to solve problems and reach organizational goals (p. 458)| – Organizational Learning: Single and Double -Loop Learning (Slide only) CHAPTER THIRTEEN – CONFLICT, POWER, AND POLITICS authority| A force for achieving desired outcomes that is prescribed by the formal hierarchy and reporting relationships (p. 481)| centrality| A trait of a department whose role is in the primary activity of an organization (p. 488)| collective bargaining| The negotiation of an agreement between management and workers (p. 498)| competition| Rivalry between groups in the pursuit of a common prize (p. 75)| confrontation| A situation in which parties in conflict directly engage one another and try to work out their differences (p. 498)| coping with uncertainty| A source of power for a department that reduces uncertainty for other departments by obtaining prior information, prevention, and absorption (p. 489)| decision premises| Constraining frames of reference and guidelines placed by top managers on decisions made at lower levels (p. 483)| dependency| One aspect of horizontal power: when one department is dependent on another, the latter is in a position of greater power (p. 487)| domains of political activity| Areas in which politics plays a role.Three domains in organizations are structural change, management succession, and resource allocation (p. 491)| financial resources| Control over money is an important source of power within an organization (p. 488)| intergroup conflict| Behaviour that occurs between organizational groups when participants identify with one group and perceive that other groups may block their group’s goal achievements or expectations (p. 475)| labour-management teams| Teams designed to increase worker participation and to provide a cooperative model for addressing union–management issues (p. 498)| negotiation| The bargaining process that often occurs during confrontation and enables the parties to systematically reach a solution (p. 98)| network centrality| Top managers increase their power by locating themselves centrally in an organizatio n and surrounding themselves with loyal subordinates (p. 484)| nonsubstitutability| A trait of a department whose function cannot be performed by other readily available resources (p. 489)| organizational politics| Activities to acquire, develop, and use power and other resources to obtain a preferred outcome when there is uncertainty or disagreement about choices (p. 490)| political model| A definition of an organization as being made up of groups that have separate interests, goals, and values in which power and influence are needed to reach decisions (p. 79)| political tactics for using power| These include building coalitions, expanding networks, controlling decision premises, enhancing legitimacy and expertise, and making a direct appeal (p. 494)| power| The ability of one person or department in an organization to influence others to bring about desired outcomes (p. 480)| power sources| There are five sources of horizontal power in organizations: dependency, financial resource s, centrality, nonsubstitutability, and the ability to cope with uncertainty (p. 487)| rational model| A description of an organization characterized by a rational approach to decision making, extensive and reliable information systems, central power, a norm of optimization, uniform values across groups, little conflict, and an efficiency orientation (p. 79)| sources of intergroup conflict| Factors that generate conflict, including goal incompatibility, differentiation, task interdependence, and limited resources (p. 476)| strategic contingencies| Events and activities inside and outside an organization that are essential for attaining organizational goals (p. 486)| tactics for enhancing collaboration| Techniques such as integration devices, confrontation and negotiation, intergroup consultation, member rotation, and shared mission and superordinate goals that enable groups to overcome differences and work together (p. 497)| tactics for increasing power| These include entering areas of high uncertainty, creating dependencies, providing resources, and satisfying strategic contingencies  |