...Utilitarianism Overview 1. Fundamental Tenets of Utilitarianism 2. Standards of Utility/History of Utilitarianism 3. The Utilitarian Calculus 4. Act and Rule Utilitarianism 5. Criticisms of Utilitarianism 6. Concluding Assessment Basic Insights of Utilitarianism n The purpose of morality is to make the world a better place. n Morality is about producing good consequences, not having good intentions n We should do whatever will bring the most benefit (i.e., intrinsic value) to all of humanity. n The Purpose of Morality n The utilitarian has a very simple answer to the question of why morality exists at all: – The purpose of morality is to guide people’s actions in such a way as to produce a better world. n Consequently, the emphasis in utilitarianism is on consequences, not intentions. Fundamental Imperative nThe fundamental imperative of utilitarianism is: Always act in the way that will produce the greatest overall amount of good in the world. –The emphasis is clearly on consequences, not intentions. The Emphasis on the Overall Good n We often speak of “utilitarian” solutions in a disparaging tone, but in fact utilitarianism is a demanding moral position that often asks us to put aside self-interest for the sake of the whole. n Utilitarianism is a morally demanding position for two reasons: – It always asks us to do the most, to maximize utility, not to do the minimum. ...
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...white papers to restore the constitution white papers Restore. Protect. Expand. Amend the War Powers Resolution Center for Constitutional Rights The Center for Constitutional Rights is dedicated to advancing and protecting the rights guaranteed by the United States Constitution and the Universal Declaration of Human Rights. Founded in 1966 by attorneys who represented civil rights movements in the South, CCR is a non-profit legal and educational organization committed to the creative use of law as a positive force for social change. CCR uses litigation proactively to empower poor communities and communities of color; to guarantee the rights of those with the fewest protections and least access to legal resources; and to train the next generation of civil and human rights attorneys. Formed in order to work hand in hand with people’s movements, CCR has lent its expertise and support to a wide range of movements for social justice. We strive to complete the unfinished civil rights movement through targeting racial profiling and other modern-day manifestations of racial and economic oppression and through combating discrimination that is based on gender or sexuality and struggling against government abuse of power. For decades, CCR has pushed U.S. courts to recognize international human rights and humanitarian protections – and we have had groundbreaking victories that established the principle of universal jurisdiction in this country and extended human rights standards...
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...Editor Case Abstracts Cases “Sally’s Dilemma: Making Tough Choices in Collaborative Visioning” Karl A. Hickerson, David J. O’Connell & Arun K. Pillutla, St. Ambrose University “The Death of a Salesman Revisited: Part A” Herbert Sherman, Long Island University & Daniel James Rowley, University of Northern Colorado “The Death of a Salesman Revisited: Part B” Herbert Sherman, Long Island University & Daniel James Rowley, University of Northern Colorado “Customer Service at the Jewish Community Center” Edward Demarais, Salem State College, Sandra Sheckman, & Gina Vega, Salem State “The Frozen Production Line” Anton Massman, U.S. Air Force, Elaine Davis & Janell M. Kurtz, St. Cloud State University “Dow Chemical and Agent Orange in Vietnam” Cedric Dawkins, California State Polytechnic University – Pomona Membership Form Page 2 The CASE Journal Volume 4, Issue 2 (Spring 2008) EDITORIAL POLICY The audience for this journal includes both practitioners and academics and thus encourages submissions from a broad range of individuals. The CASE Journal invites submissions of cases designed for classroom use. Cases from all business disciplines will be considered. Cases must be factual, and releases must be available where necessary. All cases must be accompanied by an instructor’s manual which identifies the intended course, relevant theoretical concepts or models that can be applied, and the research methodology for the case. The instructor’s manual should...
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...Management Process and Organization Behavior Assignment Set- 1 (60 Marks) NAME JANU SAJEEV SEM FIRST ADM NO MBA Q.1 Explain controlling and also discuss different types of control Definition of Controlling Controlling is a management function that involves comparing actual performance with planned performance and taking corrective action if needed, to ensure the objectives are achieved. Controlling involves ensuring that performance does not deviate from standards. The management functions of planning, organizing, leading, and controlling are widely considered to be the best means of describing the manager’s job. Three Phases of Controlling: 1. Anticipating the things that could go wrong and taking preventive measures to see that they don’t. 2. Monitoring or measuring performance in some way in order to compare what is actually happening with what i supposed to be happening. 3. Correcting performance problems that occur. This is the therapeutic aspect of control Control’s Close Link to Planning ...
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...This article was downloaded by: [University of Hong Kong] On: 7 July 2010 Access details: Access Details: [subscription number 905437243] Publisher Routledge Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 3741 Mortimer Street, London W1T 3JH, UK Journal of Contemporary China Publication details, including instructions for authors and subscription information: http://www.informaworld.com/smpp/title~content=t713429222 The China Model: can it replace the Western model of modernization? Suisheng Zhao Online publication date: 28 April 2010 To cite this Article Zhao, Suisheng(2010) 'The China Model: can it replace the Western model of modernization?', Journal of Contemporary China, 19: 65, 419 — 436 To link to this Article: DOI: 10.1080/10670561003666061 URL: http://dx.doi.org/10.1080/10670561003666061 PLEASE SCROLL DOWN FOR ARTICLE Full terms and conditions of use: http://www.informaworld.com/terms-and-conditions-of-access.pdf This article may be used for research, teaching and private study purposes. Any substantial or systematic reproduction, re-distribution, re-selling, loan or sub-licensing, systematic supply or distribution in any form to anyone is expressly forbidden. The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae and drug doses should be independently...
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...Executive Summary:_________________________________ Jute is a versatile, natural fiber that has been used for thousands of years to make things such as rope, twine, hessian bags, rugs, and much more. While it is still being used extensively around the world, it is not as popular as it could have been. Given the increasing focus on environmental issues these days, jute good products can be put into the lime light, as they are environment friendly. Taking in view the prospects, this is the high time to promote the export of the jutediversified products using limited resources. Although Bangladesh is famous for jute and allied fibers, garments industries swept in and have developed due to relative advantage and cheap labor cost. As there is the Multi fiber concept of merger jute with other natural and synthetic fibers, jute has bright future for using them in the various textile areas. It needs wide support for production and marketing of such diversified products. As a result, the Govt. of Bangladesh initiated policy programmed for the production of diversified jute goods through private sector. The government’s new jute policy is expected to focus on enhancement of the country’s production capacity, diversification of the product base and growth of export earnings. It would be good if it were complemented with good corporate governance practices within the remaining BJMC (Bangladesh Jute Mills Corporation) mills to ensure that both public and private mills can compete on equal...
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...investment and social inclusion. Institutions have come into the equation, as has a prominent role for markets and for the state as drivers of development. Underlying these views were practicalities that shaped the way countries dealt with their need for foreign capital, the management of the macroeconomy, and their responses to economic and financial crises. There was a prominent role for the so-called Bretton Woods institutions, namely, the World Bank and the International Monetary Fund, in shaping prevailing views of development and putting them into practice. This Danny Leipziger The Role and Influence of IFIs has been important, both directly and indirectly, in affecting policy choices made by developing country governments over past decades. Keywords: Bretton Woods Institutions; World Bank ideology toward development; IMF ideology and development; changing development paradigms; international financial institutions; Bank-Fund Collaboration; Bank-Fund Concordat. Chapter 49 Page 2 Danny Leipziger The Role and Influence of IFIs Introduction International financial institutions (IFIs) have strongly influenced development thinking and practice in recent decades. IFIs have exerted direct influence thorough the volume of their financial transfers, and indirectly, for example, through their impact on the resource transfers of others, including donors and the private sector. Even more important, IFI analysis and ideas have dominated aspects of development strategy...
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...Caucus groups, independent groups of Xerox employees dating from the 1960s, play an important role in our diversity story. These caucuses, similar to networking and affinity groups, are instrumental in advocating openness, opportunity and inclusion for the entire Xerox community. They work with management to achieve common business objectives, self-advocacy and to create an environment of inclusion. Six caucus groups currently exist to address the concerns and meet the needs of employees who are African-American, Hispanic, Asian, women, African-American women, gay, lesbian, transgender and bisexual. Through executive roundtables, our CEO and other senior leaders meet with diverse teams of Xerox employees, often representing one of our caucus groups. During these informal sessions, participants share their views on Xerox’s work environment and business concerns, and identify actionable items for discussion with Xerox’s senior team. The process ensures that the executive leadership team and the CEO are working together to resABSTRACT. Currently, an increasing number of organizations are attempting to enhance inclusiveness of under represented individuals through proactive efforts to manage their diversity. In this article, we define diversity management against the backdrop of its predecessor, affirmative action. Next, selected examples of organizations that have experienced specific positive bottom line results from diversity management strategies are discussed. The...
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...MANAGING CULTURAL DIFFERENCES SIXTHEDITION MANAGING CULTURAL DIFFERENCES SERIES Managing Cultural Differences: Global Leadership Strategies for the 21 st Century, Sixth Edition Philip R. Harris, Ph.D., Robert T. Moran, Ph.D., Sarah V. Moran, M.A. Managing Cultural Diversity in Technical Professions Lionel Laroche, Ph.D Uniting North American Business—NAFTA Best Practices Jeffrey D. Abbot and Robert T. Moran, Ph.D. Eurodiversity: A Business Guide to Managing Differences George Simons, D.M. Global Strategic Planning: Cultural Perspectives for Profit and Non-Profit Organizations Marios I. Katsioulodes Ph.D. Competing Globally: Mastering Cross-Cultural Management and Negotiations Farid Elashmawi, Ph.D. Succeeding in Business in Eastern and Central Europe—A Guide to Cultures, Markets, and Practices Woodrow H. Sears, Ed.D. and Audrone Tamulionyte-Lentz, M.S. Intercultural Services: A Worldwide Buyer’s Guide and Sourcebook Gary M. Wederspahn, M.A. SIXTH EDITION MANAGING CULTURAL DIFFERENCES GLOBAL LEADERSHIP STRATEGIES ST FOR THE 21 CENTURY 25TH ANNIVERSARY EDITION PHILIP R. HARRIS, PH.D. ROBERT T. MORAN, PH.D. SARAH V. MORAN, M.A. JUDITH SOCCORSY Editorial Coordinator Elsevier Butterworth–Heinemann 200 Wheeler Road, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK Copyright © 2004, Philip R. Harris, Robert T. Moran, Sarah V. Moran. All rights reserved. No part of this publication may be reproduced, stored in a...
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...WRITING REFERENCES Citi: Oil Could Plunge to $20, and This Might Be 'the End of OPEC' "It looks exceedingly unlikely for OPEC to return to its old way of doing business," Morse wrote. Despite global declines in spending that have driven up oil prices in recent weeks, oil production in the U.S. is still rising, wrote Edward Morse, Citigroup's global head of commodity research. Brazil and Russia are pumping oil at record levels, and Saudi Arabia, Iraq and Iran have been fighting to maintain their market share by cutting prices to Asia. The market is oversupplied, and storage tanks are topping out. A pullback in production isn't likely until the third quarter, Morse said Vets fight to save hero dog who tried to shield owner from house fire "She's doing OK. Considering what Carmen has been through we think she's doing as well as can be expected," Dr. Daniel Carey, a vet at the hospital, told WCPO. "It's not unexpected that she's not ready to come off (the ventilator). It's just that in our best case scenario (we thought) maybe we could've hoped to get her off (Sunday) afternoon," Carey told WCPO The hospital is also providing updates on Carmen through social media, using Facebook to post pictures of the dog resting on a pink blanket and keeping company with a pair of stuffed animals. Your Resume Is Useless Unless It Answers This 1 Question If you’re a regular reader of this blog, you know how keenly we believe there’s no such thing as a generic or one-size-fits-all resume ...
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...The Strategy Concept I: Five Ps for Strategy* Human nature insists on a definition for every concept. The field of strategic management cannot afford to rely on a single definition of strategy, indeed the word has long been used implicitly in different ways even if it has traditionally been defined formally in only one. Explicit recognition of multiple definitions can help practitioners and researchers alike to maneuver through this difficult field. Accordingly, this article presents five definitions of strategy-as plan, ploy, pattern, position, and perspective-and considers some of their interrelationships. To almost anyone you care to ask, strategy is a plan-some sort of consciously intended course of action, a guideline (or set of guidelines) to deal with a situation. A kid has a "strategy" to get over a fence, a corporation has one to capture a market. By this definition, strategies have two essential characteristics: they are made in advance of the actions to which they apply, and they are developed consciously and purposefully. (They may, in addition, be stated explicitly, sometimes in formal documents known as "plans," although it need not be taken here as a necessary condition for "strategy as plan.") To Drucker, strategy is "purposeful action"', to Moore "design for action," in essence, "conception preceding actionn2 A host of definitions in a variety of fields reinforce this view. For example: in the military: Strategy is concerned with "draft[ing] the plan of war...
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...“How am I doing as a leader?” asks Larry Bossidy, CEO of AlliedSignal in a meeting with his operating mangers. “The answer is, how are the people you lead doing? Do they learn? Do they visit customers? Do they manage conflict and initiate change? Are they growing and being promoted? “When you retire, you won’t remember what you did in the first quarter of 1994, or the third. You’ll remember how many people you developed – how many you helped have a better career because of your interest and dedication to their development. When you’re confused about how you’re doing as a leader, find out how the people you lead are doing. You’ll know the answer.” Andy Grove, CEO of Intel: Roger Enrico, CEO of PepsiCo; Jack Welch, CEO of General Electric; and Admiral Ray Smith of the U.S. Special Operations Command agree with Bossidy. All are respected leaders of successful organizations that constantly outthink and outmaneuver their competitors. Though those leaders have been 1 2 instrumental in their companies’ success, they have also built large pools of talent. They have contributed to their organizations’ success by personally developing leaders at all levels. Once upon a time Here’s what you would see if you visited Grove, Enrico, Welch, and Smith leading their businesses. Intel. In Santa Clara, California, Andy Grove is teaching Intel managers how to lead in an industry in which the product (semiconductors) doubles in capacity every 18 months. In Grove’s teaching sessions, he...
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...Swartz and COO Ken Pucker headed for a meeting in Timberland’s Stratham, New Hampshire, world headquarters, to celebrate achievements and ensure that plans were in place for several important product launches in the spring. The approach of a new year gave them a chance to reflect on progress made and consider opportunities ahead. tC Jeff and Ken walked past the festive, holiday-decorated company store, with its promotion of ornaments to support Share Our Strength, a hunger relief organization. At the entrance of the company’s cafeteria, they stopped at a display featuring a campaign to stop the genocide in Darfur and an adjacent wall of customized Timberland boots designed by City Year to celebrate sixteen years of partnership in the community. Since 1989, Timberland had served as National Leadership Sponsor to the national youth service corps. All of these reflected the values that constituted Timberland’s soul. Now soles (the in-shoe variety) were on the leaders’ minds. No Over the past 3-4 years, Timberland had booted up a formal system to produce greater innovation—in some ways, a return to the past. The company’s early growth had come from bootstrapping significant inventions in footwear, including one of the world’s first waterproof boots. More recently, Timberland’s dramatic hike to $1.5 billion in revenues had stemmed from a proliferation of 1400 new footwear products and almost as many new apparel offerings each year (sold through over 25,000 domestic...
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...Good to Great “Why Some Companies Make the Leap... and Others Don’t" Harper Business, 2001, New York, NY. Review BySwarup Bose © www.hrfolks.com All Rights Reserved Table of Contents About the Author……………………………………….3 Thesis…………………………………………………...3 Chapter 1. Good is the Enemy of Great……………...4 Chapter 2.Level 5 Leadership………………………..5 Chapter 3. First Who….Then what…………………..6 Chapter 4. Confront the brutal facts…………………7 Chapter 5. Hedgehog Concept………………………9 Chapter 6. Cultural Discipline……………………….10 Chapter 7. Technological Accelerators…………….11 Chapter 8. The Flywheel And the Doom Loop…….12 Chapter 9. From Good To great To built to Last…..14 Learnings from Good to great……………………….15 Critique…………………………………………………16 . © www.hrfolks.com All Rights Reserved About the Author : Jim Collins is a student and teacher of enduring great companies -- how they grow, how they attain superior performance, and how good companies can become great companies. Having invested over a decade of research into the topic, Jim has co-authored three books, including the classic Built to Last, a fixture on the Business Week bestseller list for s eliminated wasteful luxuries, like executive dining rooms, corporate jets, lavish vacation spots, etc., for the good of the co mpany - to other people, external factors, and good luck. All 11 of the featured companies had this type of leadership, charactmulti-year research projects and works with executives from the private, public...
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...VIETNAM NATIONAL UNIVERSITY – HCMC INTERNATIONAL UNIVERSITY SCHOOL OF BUSINESS DECISION MAKING STYLES OF BUSINESS MANAGERS IN HO CHI MINH CITY In Partial Fulfillment of the Requirements of the Degree of BACHELOR OF Business Administration Advisor: PHAN TRIEU ANH, Ph.D. Student’s name: DO TIEN THINH (BAIU08113) Ho Chi Minh City, Vietnam, 2012 i DECISION MAKING STYLES OF BUSINESS MANAGERS IN HO CHI MINH CITY APPROVED BY: Advisor Committee APPROVED BY: Phan Trieu Anh, PhD., Chair ……………………………… ……………………………….. ………………………………. THESIS COMMITTEE (whichever applies) ii ACKNOWLEDGMENTS First and foremost, I wish to register my great thanks to (Almighty) Jehovah, the true God who strengthen my soul and spirit, and save me from being lost. I would like to show my sincere thanks to my supervisor, Dr. Phan Trieu Anh for his brilliant support, and precise advices. I would like to express my deepest gratitude to my family who has supported me a lot. My sincere appreciation also goes to my professors and lecturers at School of Business Administration, International University for teaching and training me during these four years. It would be a huge mistake if not mentioning my sincere appreciate to Miss Nu Hanh and all my friends who support me a lot during the semester that I had been doing my thesis. Last but not least, I would like to give my thanks to members of CIU, a small group bible study, who encourage me a lot. iii TABLE OF CONTENTS ACKNOWLEDGEMENTS...
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