...nerdypupil.com/product/acc-260-week-4-appendix/ Contact us at: nerdypupil@gmail.com ACC 260 WEEK 4 APPENDIX CheckPoint: Philosophical Approaches to Ethical Decision Making • Resource: Appendix B • Due Date: Day 3 [Individual forum] • Complete the matrix in Appendix B. • Post your completed matrix as an attachment. Home Work Hour aims to provide quality study notes and tutorials to the students of ACC 260 Week 4 Appendix in order to ace their studies. ACC 260 WEEK 4 APPENDIX To purchase this visit here: http://www.nerdypupil.com/product/acc-260-week-4-appendix/ Contact us at: nerdypupil@gmail.com ACC 260 WEEK 4 APPENDIX CheckPoint: Philosophical Approaches to Ethical Decision Making • Resource: Appendix B • Due Date: Day 3 [Individual forum] • Complete the matrix in Appendix B. • Post your completed matrix as an attachment. Home Work Hour aims to provide quality study notes and tutorials to the students of ACC 260 Week 4 Appendix in order to ace their studies. ACC 260 WEEK 4 APPENDIX To purchase this visit here: http://www.nerdypupil.com/product/acc-260-week-4-appendix/ Contact us at: nerdypupil@gmail.com ACC 260 WEEK 4 APPENDIX CheckPoint: Philosophical Approaches to Ethical Decision Making • Resource: Appendix B • Due Date: Day 3 [Individual forum] • Complete the matrix in Appendix B. • Post your completed matrix as an attachment. Home Work Hour aims to provide quality study notes and tutorials to the students of ACC 260 Week 4 Appendix...
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...Associate Level Material Appendix B Philosophical Approaches to Ethical Decision Making Matrix Determine the ethical course of action for the following three scenarios from the perspective of each of the three philosophical approaches: consequentialism, deontology, and virtue ethics. Then, complete the matrix below by writing a few sentences stating the ethical course of action and the reasoning from that approach’s perspective. Clearly differentiate the reasons for each of the three approaches. Keep in mind that, although rationale might differ, the ethical course of action for a given scenario might be the same for each philosophical approach. Be sure to state the ethical course of action as well as the rationale behind it, according to the philosophical approach. Scenario 1 The mayor of a small seaside town faces a tough decision. A prominent developer has submitted a proposal to build a large mall and resort in the town. This development is estimated to bring $150 million in tourism each year and several hundred new jobs to the community, which badly needs the economic boost. The proposed location of the new development, however, is a site that now houses the only nursing home and senior citizens’ recreation center in the area. Both the nursing home and recreation center would have to be demolished, affecting 100 seniors and 30 employees. There is no other location in town where the new development can be built. How should the mayor decide: in favor of economic...
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...Fax: +44 (0) 1234 752554 E-mail: l.moir@cranfield.ac.uk WHAT DO WE MEAN BY CORPORATE SOCIAL RESPONSIBILITY? There is an increasing focus by firms on examining their social responsibilities. For example, Business in the Community published ‘Winning with Integrity’ in November 2000. This has as part of its objectives ‘to produce materials and resources on how companies should measure and report their impact on society’ (Business Impact, 2000). It lists twenty such initiatives in various areas of furthering corporate social responsibility, not including its own report. Similarly, the World Business Council for Sustainable Development (WBCSD, 1999) seeks to develop a clear understanding of corporate social responsibility, including a matrix of corporate social responsibility indicators. But what is meant by Corporate Social Responsibility (‘CSR’)? Responsibility for what and to whom and who is calling for firms to be socially responsible? This article examines the broad development of the ideas behind CSR within the literature and some of the current attempts to define the social responsibilities of business. It starts by examining the debate about the nature of corporate social responsibility and current attempts to define CSR. It then looks at some theories to explain how and why business might undertake CSR –stakeholder theory, social contracts theory and legitimacy theory. The article concludes by describing ways of assessing corporate social performance – from industry...
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...The intention of this assignment is to provide an analytical evaluation of selected research literature published in the Nursing Education Today titled ‘A caring professional attitude’: What service users and carers seek in graduate nurses and the challenge for educators (Griffiths et al, 2012). Strengths and limitations of the research will be appraised in addition to varying methodologies utilised via the logical constructive framework or Coughlan critique guidelines (Ryan et al, 2007). The choice of article was resultant of renewed interest in contemporary nursing abilities and the controversy surrounding service user perspectives and the provision of quality care. Hence, a systematic inquiry into patient’s desires and expectations within the professional arena of paediatrics will aid independent and future development of the patient-nurse relationship, improve responsiveness and place a greater emphasis on the prerequisite standards of proficiency in education. Furthermore, the Nursing and Midwifery Council (NMC, 2010) dictate integration and assessment of research are an integral part of the nursing profession in order to advance comprehension and inform practice in a holistic manner through a strong evidence base. According to Ryan, et al. (2007) a plausible title should capture the reader’s attention through identification of the phenomena (What is sought in graduate nurses) and the population under investigation (carers and service users). Whilst this is reflective of...
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...Re-thinking the relevance of philosophy of education for educational policy making Morwenna Griffiths MORAY HOUSE SCHOOL OF EDUCATION, UNIVERSITY OF EDINBURGH Abstract The overall question, ‘What kind of ‘philosophy of education’ is relevant to educational policy makers?’ is addressed by focussing on the following four themes: What meanings are attached to the term philosophy (of education) by philosophers themselves? What meanings are attached to the term philosophy (of education) by policy makers? What difference does place and time make to these meanings? How do these different meanings affect the possibility of philosophy (of education) influencing policy? The question is addressed using both philosophical methods and also some empirical evidence from conversations and conversational interviews with some philosophers of education and other educational researchers. The argument begins with an investigation of different ways of understanding philosophy and philosophy of education in relation to education and educational policy. It then examines first the current policy context and secondly some evidence about the practices of policy makers in relation to ideas and to research. It goes on to present some of the findings from the conversational evidence. The paper is drawn together in the penultimate section where I make some suggestions about possible fruitful relationships between philosophy and policy making. Finally, in the concluding section, I point out some further – thorny...
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...to create it. AI textbooks define the field as "the study and design of intelligent agents"[1] where an intelligent agent is a system that perceives its environment and takes actions that maximize its chances of success.[2] John McCarthy, who coined the term in 1955,[3] defines it as "the science and engineering of making intelligent machines."[4] AI research is highly technical and specialized, deeply divided into subfields that often fail to communicate with each other.[5] Some of the division is due to social and cultural factors: subfields have grown up around particular institutions and the work of individual researchers. AI research is also divided by several technical issues. There are subfields which are focussed on the solution of specific problems, on one of several possible approaches, on the use of widely differing tools and towards the accomplishment of particular applications. The central problems of AI include such traits as reasoning, knowledge, planning, learning, communication, perception and the ability to move and manipulate objects.[6] General intelligence (or "strong AI") is still among the field's long term goals.[7] Currently popular approaches include statistical methods, computational intelligence and traditional symbolic AI. There are an enormous number of tools used in AI, including versions of search and mathematical optimization, logic, methods based on probability and economics, and many others. The field was founded on the claim that a central property...
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...Chapter 15 The Organization of International Business Laws control the lesser man. Right conduct controls the greater one. – Chinese proverb Opening Photo Objectives • Profile the evolving process of organizing a company for international business • Describe the features of classical structures • Describe the features of neoclassical structures • Discuss the systems used to coordinate and control international activities • Profile the role and characteristics of organizational culture CASE: Building an Organization at Johnson & Johnson The typical pharmaceutical company relies on global integration, given its steep product development costs and potential scale economies. Meanwhile, it must respond to local market conditions, obtaining government approval for each product in each country and establishing local sales and distribution systems. Consequently, headquarters and subsidiaries jointly implement the company’s strategy. Building an organization that can meet this mission is tough. One standout that does is Johnson & Johnson (J&J). Since the start of its U.S. operations in 1886, J&J has evolved into the most broadly based health-care company in the world. International activity began in 1919 with J&J Canada. Headquartered in New Brunswick, New Jersey, J&J lists 250 operating companies across the world, holds more than 54,000 U.S. and foreign patents, sells products in more than 175 countries, and employs about 115,000 people worldwide, with...
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...Visualizing Research This page intentionally left blank Visualizing Research A Guide to the Research Process in Art and Design Carole Gray and Julian Malins © Carole Gray and Julian Malins 2004 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the publisher. Carole Gray and Julian Malins have asserted their right under the Copyright, Designs and Patents Act, 1988, to be identified as the authors of this work. Published by Ashgate Publishing Limited Gower House Croft Road Aldershot Hants GU11 3HR England Ashgate website: http://www.ashgate.com British Library Cataloguing in Publication Data Gray, Carole Visualizing research : a guide to the research process in art and design 1.Art – Research 2.Design – Research 3.Universities and colleges – Graduate work I.Title II.Malins, Julian 707.2 Library of Congress Cataloging-in-Publication Data Gray, Carole, 1957Visualizing research : a guide to the research process in art and design / by Carole Gray and Julian Malins. p. cm. Includes index. ISBN 0-7546-3577-5 1. Design--Research--Methodology--Handbooks, manuals, etc. 2. Art--Research--Methodology-Handbooks, manuals, etc. 3. Research--Methodology--Handbooks, manuals, etc. I. Malins, Julian. II. Title. NK1170.G68 2004 707’.2--dc22 ISBN 0 7546 3577 5 Typeset by Wileman Design Printed and bound...
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...Two parts, A and B. Part A will have 15 short answer questions (40-60 words) of 2 marks each. Part B will have 12 long answer questions of 5 marks each. The syllabus of the subject is divided into 3 sections I, II and III. The question paper will cover the entire syllabus uniformly. Part A will carry 5 questions from each section and Part B will carry 4 questions from each section. INSTRUCTION FOR CANDIDATES Candidates are required to attempt all questions from Part A and 9 questions of Part B out of 12. ______________________________________________________________________ __ Section I MBA Syllabus (August 2005) Page 19 of 45 Definition, nature, scope, and importance of strategy; and strategic management (Business policy). Strategic decision-making. Process of strategic management and levels at which strategy operates. Role of strategists. Defining strategic intent: Vision, Mission, Business definition, Goals and Objectives. Internal Appraisal – The internal environment, organisational capabilities in various functional areas and Strategic Advantage Profile. Methods and techniques used for organisational appraisal (Value chain analysis, Financial and non financial analysis, historical analysis, Industry standards and benchmarking, Balanced scorecard and key factor rating). Identification of Critical Success Factors (CSF). Section II Environmental Appraisal—Concept of environment, components of environment (Economic, legal, social, political and technological). Environmental scanning...
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...SPECIAL THANKS GOES TO CAROL WEAVER, THE JAARS CONFERENCE COORDINATOR. The goal of these conferences is to glorify God, to foster community among Christian engineering educators, and to encourage and challenge each other in our work of kingdom building. Abraham Kuyper, one of the great thinkers within the Reformed tradition of Christianity, has said that there is not one square centimeter of the creation that is not claimed by Christ. As Christian engineering educators of whatever tradition, we seek to stake that claim in our discipline, exploring how our faith impacts our teaching, our profession, and the technological products we design. In this proceedings you will find seven papers that span several areas of interest: philosophical questions as well as practical matters, changing ABET requirements, and mission statements, to name a few. We hope you find these papers encouraging and enlighteningchallenging. May God be glorified...
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...Modernization on Development Practice in Africa 1.3.1.6. Critique of Modernization 1.3.2 Dependency Theory and its Essential Claims 21 21 25 27 27 28 29 30 32 34 36 39 i 1.3.3. The Theoretical Heritage of Dependency Theory 1.3.3.1. Structuralist Economics and the ‘Prebisch Thesis’ 1.3.3.2. Marxism 1.3.4. Common Assumptions of Dependency Theory 1.3.5. Criticisms of Dependency Theory 1.3.6. The Influence of Dependency Theory on African Development Practice 1.3.6.1. Nkrumah’s Communalism and Development Preoccupations 1.3.6.2. Nyerere’s Ujamaa 1.4. The Neo-Liberal Perspective and its Basic Claims 1.4.1. Theoretical Heritage and Context 1.4.2. Shared Assumptions 1.4.3. Influence on African Development Plans and Practices 1.4.3.1. Common Approaches to Africa’s Development 1.4.3.2. The Lagos Plan of Action 1.4.3.3. Structural Adjustment...
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...tense. In the dissertation’s chapter 3, you report on what you have already done. You write after the fact; hence, you write in past tense. As such, many of the sections of chapter 3 can be written only after you have actually conducted your study (i.e., collected, analyzed, and synthesized your data). To write this chapter, you need to conduct literature reviews on the methodological issues involved in qualitative research design. You need to show the reader that you (a) have knowledge of the current issues and discourse, and (b) can relate your study to those issues and discourse. In this regard, you need to explain how you have gone about designing and conducting your study while making sure that you draw supporting evidence from the literature for the decisions and choices that you have made. This chapter, which is usually one of the dissertation’s lengthiest, is essentially a discussion, in which you explain the course and...
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...Today ………………………………………………... 14 7 Classical View of Management (Scientific and Bureaucratic)……………………………… 16 8 Administrative View of Management ……………………………………………………. 19 9 Behavioral Theories of Management 20 10 Quantitative, Contemporary and Emerging Views of Management 23 11 System’s View of Management and Organization 25 12 Analyzing Organizational Environment and Understanding Organizational Culture …….. 29 13 21st Century Management Trends………………………………………………………… 32 14 Understanding Global Environment: WTO and SAARC ………………………………… 36 15 Decision Making and Decision Taking …………………………………………………… 39 16 Rational Decision Making ………………………………………………………………... 41 17 Nature and Types of Managerial Decisions ……………………………………………… 43 18 Non Rational Decision Making ………………………………………………………….. 45 19 Group Decision Making and Creativity ………………………………………………….. 47 20 Planning and Decision Aids-I …………………………………………………………… 50 21 Planning and Decision Aids-II …………………………………………………………… 53 22 Planning: Functions & Benefits ………………………………………………………….. 56 23 Planning Process and Goals Levels ……………………………………………………… 59 24 Management by Objective (MBO) ………………………………………………………. 62 25 Levels of Strategies, Porter’s Model and Strategy Development (BCG) & Implementation.. 68 26 Entrepreneurship Management ………………………………………………………….. 73 27 Organizing ………………………………………………………………………………. 76 28 Job Design/Specialization and Departmentalization …………………………………….. 78 29 Span of Command, Centralization vs....
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...Study Sharon Dunbar Dr. Tressa Shavers BUS 520 March 1,2012 Overview – Virgin Group, Ltd. The Virgin Group, Ltd. is a British based venture capital organization founded by Richard Branson, incorporated in 1989. The focus of their business group is travel, entertainment, and lifestyle, and while actually incorporating as a venture capital group in the late 1980s, they had a number of activities in the 1970s. To date, Virgin has created more than 300 companies globally, employing over 50,000 people in 30 countries. In 2009, global revenues exceeded $18 billion US with a portfolio that continues to grow. The company believes in making a difference, and is quite particular about the manner in which they invest, or assist in marketing new ventures. Several things appear to ensure that anything that has a Virgin brand is successful: 1) the brand, 2) Richard Branson’s reputation; 3) empowering of talent; and 4) the management style engendered by Branson which flows down to almost every aspect of the organization. The company prides itself on sound, sustainable philosophies and posits the notion that there are six identifiers that characterize the company: • Lower the carbon footprint of all Virgin represented projects • The Gaia concept – one living world – use the planet’s resources responsibly • Equality of all humans, regardless of ethnicity and location ...
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...1111/j.1468-2370.2007.00215.x XXXX utilitarian, ORIGINAL XXX International Publishing Management theories IJMR 2007managerial and relational Reviews of corporate social responsibility © Blackwell Journal of Ltd 2007 1460-8545 Oxford, UK ARTICLES Blackwell Publishing Ltd Utilitarian, managerial and relational theories of corporate social responsibility Davide Secchi Concepts and theories of corporate social responsibility (CSR) have been examined and classified by scholars since the mid-1970s. However, owing to the evolving meaning of CSR and the huge number of scholars who have begun to analyze the issue in recent years fresh efforts are needed to understand new developments. Since there is a great heterogeneity of theories and approaches, the task remains a very hard one, mainly because heterogeneity derives from multi-disciplinary diversity. The criterion for selection is to consider the role that theorists confer to the firm. Following this idea, three groups of theories have been discerned: (1) the utilitarian group, in which the corporation is intended as a maximizing ‘black box’ where problems of externalities and social costs emerge; (2) the managerial category, where problems of responsibility are approached from inside the firm (internal perspective); (3) relational theories, or those in which the type of relations between the firm and the environment are at the center of the analysis. The three perspectives allow the reader to understand the most significant differences...
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