Unit 1 DB Essay Example | Topics and Well Written Essays - 500 words

Unit 1 DB - Essay Example The regulatory environment within the region is uniform and it presents a relatively stable political as well as economic environment. To run a business in EU would have important implications. It will not prove to be more predictable and stable but it will also involve lesser complications as for as running the business in the country. EU not only provide a bigger market however it is bit regulated too that might prevent us from fully exploring the market. Further, the regional protection policies will also be a substantial barrier to our proposed entry into the market through the proposed acquisition. The most important advantage of making an acquisition offer to the firm working in the EU region will be the availability of developed infrastructure as well as readily available market. Further, this will also provide ACME an opportunity to tap the new markets of the EU region also. With the passage of time as ACMA gain knowledge of the market and understand the local dynamics, it will be able to get an access to the more formal, regulated and bigger market once it make an acquisition of the firm working in the EU

Ford Pinto Ethics Essay Example | Topics and Well Written Essays - 500 words

Ford Pinto Ethics - Essay Example The other three survived only because special measures had been taken to prevent the rupture of the tank such as (a) plastic baffle between the axle housing and the gas tank (b) steel plate between the tank and the rear bumper and (c) a rubber lining in the gas tank. The results of the test therefore show clearly, that the fuel tank failed, yet the Company did not take any action to remedy the defect. Three of the cars fared better when some special measures were introduced, and the Company had this evidence on hand as well but this still did not factor as significant enough to merit some remedial work being carried out by the Company before getting the cars on to the market. Ford was therefore deficient in its duty of care, because when faced with such results, it should have taken greater care to ensure that the defect in the fuel tank was remedied. Secondly, there are ethical issues that need to be considered as well. The crash test results suggest that there was a danger posed to life and limb as a result of the defective fuel tanks. The question of ensuring safety of future consumers and users of the cars should have therefore been paramount in Ford’s decision as to whether to continue manufacturing the Pintos or not. However, in arriving at the decision on whether or not to market the Pintos despite the defect in the fuel tank which had been discovered, the Company had decided that in order to be competitive, the car should not cost more than $2000 and weigh more than 2000 pounds. This raises the issue of whether Ford considered its competitiveness more seriously or whether it valued the potential loss of life more seriously. Had the latter been the case, it would have taken steps to ensure that the fuel tank was replaced with a rupture proof fuel tank, which would have been somewhat more expensive. It would have als o rendered the Pinto less competitive because it would have used up

Media Censorship Essay Example for Free

Media Censorship Essay In this assignment I will be looking over whether or not the state and/or federal government have the right to censor what we watch, listen to or come in contact with looking more closely at video games and if they have the right to control censoring them according to the articles of confederation. The rights of the federal government and state governments have really nothing to do with them†¦ or should have nothing to do with them. I believe it should go back to what is the constitutional right of the people and what is the right of any government agency according to the constitution. Lets break down the constitution to its bare bones and there we will find the purpose of the government and their responsibilities. There are a lot of things in the constitution but you can break it down into just 6 parts. Form a more perfect union: the first colonies weren’t united when first arriving but soon found that there is strength in unity or being bound together to help each other like an alliance if you will, hence the constitution Establish justice: For a democratic union or government to work and thrive in must have justice within it. Provide for the common defense: A basic system of defense had to be established for defending ourselves against our enemies and foreign threats Secure blessings of liberty: We were built on the idea and principle of individual freedoms and liberty, but boundaries needed too be made to ensure that nobody would infringe on those rights, liberties or freedoms. Promote general welfare: This made the government provide systems and services that were for the public good or wellbeing. Insure domestic tranquility: Government must provide order within the people so there will and can be domestic peace. It also has to keep these people, who know nothing about living or being democratic, from going into anarchy. This says it all and I think can play a large role in our issues with censorship. In June of 2011 the Supreme Court took a stand on voting down California’s request to ban sales of all violent video games to minors. It was shot down 7-2. They turned it down because they said it violated the minor’s rights under the 1st and 14th amendments. In my opinion I think it would be very difficult for a state or even a federal government to control what is allowed to be seen and not seen especially when it comes to things like media and even more so in terms of video games. What I view as too violent isn’t going to be the same as what someone in congress might view as violent. That being said it is the governments job to ensure domestic tranquility. I think the bottom line is media is everywhere and if we censor things like video games and other sources of media to minors if they really want it they are going to get it be cause in this tech savvy world we live in if its illegal and u want it you’re going to find it.

Change management situation in a Police organisation

Change management situation in a Police organisation This essay will analyse a change management situation in a Police organisation, comparing approaches to leadership, analysing the efficiency of interpersonal skills for a Leader and analysing the role of a Leader within the Police environment, taking cognisance of the principles, theories and approaches to Leadership. Leadership is a function of knowing yourself, having a vision that is well communicated, building trust among colleagues, and taking effective action to realise your own leadership potential. The Police service in Scotland has under gone many Change Management Situations over the years. In 1975 the Local Government reorganisation brought about the amalgamation of the Burgh and City police forces into the eight territorial forces that we recognise today. At the present Strathclyde Police are undergoing a significant change management situation, the result of which is the implementation of Variable Shift Agreement (VSA) across the force at operational level. EVALUATE APPROACHES TO LEADERSHIP The introduction of the VSA saw the force revise its traditional four group system for core uniform coverage into a five group system. The demands of the new arrangement meant that the leader (Chief Constable) was tasked with altering the resource management for each of Strathclydes territorial divisions considering factors such as: Length of Service and age Specialities i.e. Public Order , Firearms Gender These factors were all considered to provide an equal share of skills and experience across a Division as possible. This could prove the cause of friction between the management and subordinates, as well formed; productive shifts could be fragmented and divided up across a division. Kotter (1990, cited in Leadership 2009) observed that managers and leaders have three main tasks that they accomplish in different ways: Deciding what needs to be done Shift pattern must change to give better work life balance, better service to the public and more efficient use of resources. Creating networks of people and relationships that can accomplish the agenda Setting up of a review and implementation team, looking at best use of resources. Trying to ensure that people actually do the job monitoring the results of the newly formed shifts through Key Performance Indicators (KPIs) such as cases submitted, stop searches undertaken and absence management. In the implementation of the VSA shift pattern the leader involved, more or less followed the three tasks as observed by Kotter, however depending on the leaders rank within the hierarchy, their approach to the same task will differ. Remembering that there is a difference between leaders and managers Kotters approach allows Leaders to concentrate on the creation of strategies and visions for the future, communicating and committing to achievement of these visions and motivating others despite obstacles to change. During this change management situation the Leader was more concerned with focusing on the implementation of the VSA rather than focusing on the needs of the employees. Lewin et al (1939, cited in Leadership 2009) identified a leadership approach, sometimes referred to as the behavioural approach: Autocratic (or authoritarian) style where the leader concentrates on getting the job done; the leader takes responsibility for everything that is done e.g. making decisions , allocating work, setting targets and ensures , through the use of rewards and punishments that team members obey. Democratic (or participation) style where the leader concentrates on the needs of the group or team; leadership is shared with team members who have a greater say in the decision making; how tasks are allocated and so on. Laissez Faire (or delegative) style as its name suggests this is where the leader deliberately allows the team to decide what has to be done and how to do it; the leader is available for help and advice if needed but does not interfere. According to Lewin et al the leader utilised an autocratic style of leadership when implementing the VSA, controlling decision making and task setting. Shown with the formation of the VSA implementation team. They had the set task of rolling out the shift plan to each division in turn, with target dates set for this roll out. Furthermore, the Chief Constable regularly chaired a strategic tasking and co-ordinating group, receiving feedback from the implementation team and Divisional Commanders, whilst making all the decisions regarding the implementation, without handing any of these decisions down to subordinates to undertake, showing that in this case he was taking responsibility for everything that was done. A different approach to leadership is that of Hersey and Blanchard (1988, cited in Leadership 2009) theory known as situational leadership, they make use of observing members willingness to perform a task and from this select a suitable leadership style. The four stages of readiness are described as: R1 unable and unwilling R2 unable and willing R3 able but unwilling R4 able and willing Most personnel which would be affected fell into: R2 New Probationers who do not yet have the necessary skills and had not experience any other shift pattern. And R3 More experienced officers who could foresee that the shift pattern was not as favourable as the current one, some possibly resistant to change. But others able to argue that there would be problems with child care, longer working days and frequent cancellation of rest days with the VSA. The leadership styles suggested are: S1 telling or directing requires state of readiness R1 S2 selling or coaching requires state of readiness R2 S3 participating or supporting requires state of readiness R3 S4 delegating requires state of readiness R4 From this theory the leader should have adopted a combination of S2 and S3 styles to communicate and sell the VSA and support those who require it. However in choosing to implement S1 (similar to the autocratic approach) with telling and directing the VSA implementation, does not follow Hersey and Blanchards theory and could create more friction by choosing the wrong leadership style. This is shown in the table below. This table shows that different readiness levels require differing styles of leadership, leaders should consider their relations with others, and the structure of the task before determining what style of leadership to adopt, evolving their leadership style as readiness levels change, as with many things one size does not fit all. ANALYSE THE EFFECT OF INTERPERSONAL SKILLS ON LEADERSHIP When a leader decides upon a particular leadership approach to their given task, they must then interact with others and consider their own interpersonal skills. A successful and effective leader requires a range of interpersonal skills such as listening, asking questions, giving feedback, being assertive and so on. This section will analyse two particular aspects of interpersonal skills: Influencing trying to get someone to do, or to think, something that they might not otherwise have done. Managing Conflict coping with disagreements between people(in broad terms) Using interpersonal skills is not just a matter of knowing what they are, but about being aware when they are suitable and knowing how to use them effectively. According to French and Raven (1959, cited in Leadership 2009) power comes from five sources: Reward Power Coercive Power Referent Power Legitimate Power Expert power Power is an abstract concept and is difficult to define; basically A has the ability to make B behave in a certain way. The types of power demonstrated by the leader, throughout the organisational change was a mixture of coercive and legitimate power. The leader had the authority to influence behaviour through their rank within a disciplined hierarchal organisation, the force were presented with the VSA or an alternative of an even older shift pattern without consultation. Influencing Leaders are likely to adopt a particular style or approach when trying to influence someone, the balance of power between both parties will possibly determine the strategy, these may include: Reason using reason and logical argument. Assertion making a direct request with no argument to support the request. Exchange negotiating to arrive at a mutually acceptable outcome. Courting Favors friendship and positive behavior to encourage others to behave in the required manner. Coercion using or threatening to use some form of sanction. Partnership gathering support from both sides to build a coalition. And also the style used, Manning and Robertson (2004, cited in Leadership 2009) suggest six possible influencing styles: Strategist this is where the influencer is clear in what they what to achieve and has considered it before hand .A strategist style tends to favour reason, assertion and partnership styles of influence. Opportunist this style involves responding opportunistically to the situation facing the influencer. An opportunist style tends to use courting favour and exchange strategies. An opportunist is unlikely to prepare much beforehand but will attempt to grasp chances that come their way. Collaborator this style as its name suggests, involves collaboration with others for the overall good. A collaborator style concentrates on partnership, reason, exchange and courting favour strategies. Leaders who favour consensus are an example of collaborator style. Battler this is where the influencer concentrates on what they want and the sanction that they will use if they do not achieve this. A battler style tends to make use of coercion and assertion styles. A battler style is associated with people who want to get their own way and are reluctant to take no for an answer. Shotgun this strategy involves attempting to influence on a frequent basis and by use of a number of different strategies. Bystander those who adopt this style tend to engage in relatively few influencing attempts and make use of a restricted use of strategies. For the VSA to be implemented the leader combined their influencing strategy and style, using assertion and coercion. By making a direct request to Divisional Commanders to introduce the VSA to their respective divisions, through the VSA implementation teams, underpinning this with their legitimate power by virtue of their position within the force. The leader wanted to get their own way, however reluctant to take no for an answer from their Divisional Commanders. This resulted in conflict, which may have been avoided had the leader utilised a partnership or reason approach, justifying the reason behind their requests. Managing Conflict On some occasions leaders can use the previously discussed influencing strategies and power levels to assist them in managing conflict. Robbins (1996, cited in Leadership 2009) describes conflict as a process that begins when one party perceives that another has negatively effected, or is about to negatively effect, something that the first party cares about . Buchanan and Huczynski (2004) argue that conflict is a state of mind . Some will argue that conflict is a necessary part of organisational growth and development, where some will claim that an absence of conflict could be seen as an indication of complacency. However conflict has functional or potential benefits such as: Enabling opposing parties to gain a better understanding of each others views. An essential part of the process by which a team becomes effective. Leads alternative suggestions being made. Helps to implement a change successfully. Leads to an agreement that establishes a framework for future working. It is not always straight forward to manage conflict; some measures can be used to contribute to reducing the conflict at an organisational level reminding those involved of the rules and procedures, but also of remits, targets and goals of the organisation, however sometimes it is these that are the root causes of the conflict. Leaders will all handle conflict differently depending on the type of conflict faced; Thomas (1976, cited in Leadership 2009) suggests five styles for managing conflict: Avoiding this means doing nothing to tackle the conflict, this can be used when the issues are trivial and there is no chance of resolving the conflict. Accommodating this means accepting the existence of the conflict, this can be used to maintain harmony and allow people to learn from their mistakes. Compromising this involves some form of bargaining or negotiation; this can be used when getting a solution is important and both parties have equal power. Competing the opposite of accommodating and pursuing the interests of one party at the expense of the other, this can be used in an emergency and a quick solution is necessary. Collaborating working out a solution that is acceptable to both parties and meets all their concerns, used when it is important to gain long term commitment and issues are to important to compromise. Successful influencing and conflict management was certainly required with the initial introduction of the VSA. Firstly the leaders had to influence the core shifts and federation into accepting that it would provide a better quality of service and greater work life balance. The conflict arose through others unwilling to accept the terms of the VSA; however the leaders in managing this conflict firstly adopted an avoiding strategy during the initial pilot stage of the VSA. At the conclusion of the pilot and in preparation for roll out the leader, still facing resistance changed into competing. The leader believed the shift plan would work force wide and therefore would be implemented, with no consultation and no argument to justify the reasons for implementation. Either that or resort backwards to an older shift pattern. In implementing the VSA the Chief Constable has made effective use of their interpersonal skills, in their own distinct approach to this particular change management situation. However a more beneficial approach may have been a mix of accommodation, accepting that there were flaws in the VSA, and the existence of conflict with its implementation, collaborating with subordinates to work out a better solution for the long term strategy of the VSA. ANALYSE THE ROLE OF LEADERS IN ORGANISATIONAL CHANGE Organisational change is about closing the gap between where the organisation is at the moment and where it wants to be. It is the leaders role to close this gap. Senior (2002, cited in Leadership 2009) has identified four levels of change in which some, if not all would be involved in, Fine tuning Incremental adjustment Modular transformation Corporate transformation According to Senior the level of change that the VSA posed to the force was that of a modular transformation, as a significant number of the force, but not all, would be affected by its implementation. Kurt Lewin (cited in Leadership 2009) suggests that there are three main stages of change, unfreezing, change and refreezing. For the change to happen, the Leader firstly recognized the need for change, with a new shift pattern, following this with proprietary planning with the implementation team before the unfreezing stage. At this point resistance to the change should have been addressed, but the leader chose to avoid the conflict. The change period was overseen by the leader through chairing tasking meetings and monitoring its progress. During the refreezing period the VSA became an everyday part of life, the change was institutionalized, to give no chance of reverting back to previous shift patterns. Within these three stages people will play different roles in this organisational change; Kanter (1992, cited in Leadership 2009) distinguishes between three different types of people; Change strategists or initiators who initiate change and set the direction for it. Change implementers who co-ordinate and carry out the change. Change recipients who are effected by the change e.g. officers on the street. Change strategists are normally leaders the Chief Constable, change implementers are normally managers Divisional Commanders and the VSA implementation team, and subordinates are the recipients of change Officers on the core shifts. Force field analysis is a technique for analysing the internal and external drivers that can influence any organisational change; some of these driving factors for this organisational change can be identified as PESTEL factors, such as: Political MPs and councilors demanding more police presence on the streets. Economic overtime cost, reduced budget and the new Chief Constables promise to cut costs. Social-cultural alcohol induced anti social behavior. Nearly all forms of change will be met with some resistance, the VSA being no different. Strebel (1996, cited in Leadership 2009) argues that employees resist change because it disrupts the personal contract between employees and the organisation. Resisters to this organisational change can fall into different categories, Parochial self interest those employees resistant to change, they think that their position will be threatened and will make them worse off, the same employees that fall into Hersey and Blanchards R3 state of readiness. Misunderstanding and lack of trust employees misinterpreting the reasons behind the change, due to a lack of communication, viewing this change as just one of many For this organisational change to be successful the leader had to reduce resistors and increase drivers for change in an attempt to reach equilibrium. To do this they communicated the benefits of change, through more days off and a better work life balance; however there was an element of manipulation used to show employees that they would have more weekends off. Under the current shift pattern officers received one weekend off in every four, the VSA would allow two weekends off in every five. Look back at the current shift pattern over five weeks, officers were already receiving two weekends off in every five. The leader used this information selectively thus attempting to paint a rosy picture of the benefits of the VSA. A better way may have included an element of participation helping to build commitment to the change and negotiation, which could avoid some resistance from the employees affected by the change. CONCLUSION Drawing a conclusion for this essay, firstly considering the approach to leadership undertaken by the Chief Constable during this, change management situation. In their autocratic (or authoritarian) approach they concentrated in getting the job done and took responsibility for all the decisions made. Had the Chief Constable approached the organisational change according to Hersey and Blanchards situational leadership, identified their officers level of readiness and adopted the suggested leadership style, they may have been faced with less friction or resistance by the officers that would be affected by the VSA implementation. Secondly, in analysing the interpersonal skills and its effect on the organisational change, the Chief constable utilised their legitimate power to achieve the implementation, in adopting an assertion style of influencing with no argument to their request, coupling this with the conflict management style, by firstly avoiding and then competing. Had they followed an alternative style suggested by Thomas (1976) such as accommodating and accepting the existence of conflict or resistance to the VSA, they may have been able to negotiate better with the federation and the officers affected by the change to find out the root causes of conflict and address them at an early stage. Thirdly, considering the Chief Constables role within this organisational change was that of a change strategist, they initiated the VSA and set its direction, posing, as Senior (2002) identifies as a modular transformation to the force. With some officers resisting due to a parochial self interest, whilst others through misunderstanding and lack of trust in this change, the Chief Constable had to reset the balance by education and manipulation, driving his vision forward. One thing certain from this is the Chief Constable requires managers with the skill, knowledge and experience of organisational change, enabling them to have the ability to change and adapt their leadership style to suit each given change management situation. These managers may not be able to ease all of the resistance to change, but should be able to reduce it considerably to implement future changes that are required.

Csr Initiatives Taken By Bayer Material Science Management Essay

Csr Initiatives Taken By Bayer Material Science Management Essay 1. Introduction This is the report which contains about the assessment and looks at the Corporate Social Responsibility initiatives taken by Bayer Material Science (BMS). 1.1 Introduction to the Case Study This case study is based in the chemical industry and presents the decision of Germanys Bayer Material Science (BMS) to choose appropriate measures of corporate social responsibility initiatives taken by the organization and to promote the process of setting up and running a plant in China. The story is centered on Dr Dirk van Meirvenne, who managed the plant in Map Ta Phut, Thailand, at the time of the case. About BMS Bayer AG is the management holding company of the Bayer Group, which was founded in 1863.Today Bayer is a research based global enter-praise with core competences in the fields of health care, nutrition and innovative high -tech materials. It is represented around the world by 350 companies, which market approximately 5,000 products Bayers global headquarters in Leverkusen, Germany, his business is structured into three sub groups. Bayers Health Care AG Bayers Crop Science AG Bayers Material Science AG These are supported by central service functions which are combined into the three service companies. 2. Corporate Social Responsibility (CSR) Corporate social responsibility is related to, but not identical with, business ethics. It is concerned with the ways in which an organization exceeds the minimum obligations to stakeholders specified through regulation and corporate governance. This includes considerations as to how the conflicting demands of different stakeholders can be reconciled. Since the legal and regulatory frameworks pay uneven attention to the rights of different stakeholders it is useful to distinguish between contractual stakeholders such as customers, suppliers or employees who have a legal relationship with an organization and community stakeholders such as local communities, consumers (in general) and pressure groups who do not have the protection of the law to the same extent as the first group. Therefore the corporate social responsibility policies of companies will be particularly important to these community stakeholders. 2.1. CSR in BMS Corporate social responsibility (CSR) analyzed economic, legal, ethical, and discretionary expectations that society has of organizations at a given point in time with focusing under four stances Leissez faire, enlightened self interest, forum for stake holder interaction and shaper of society those typically involve in terms of the ways organization practices. The Laissez Faire View It represents an extreme stance where Bayer takes the view that the responsibility of business is the short term interest of shareholders and to make a profit, pay taxes and provide jobs. It is for government to prescribe throw legislation and regulation. They have shown their commitment to CSR in their objectives. They have long track records of welfare engagement. Most activities are organized at the local level by Bayer foreign subsidiaries and maintain public private partnerships which are corporative projects with local and government organization. They are ensuring their acceptances into the portfolio of investment and pension funds that are oriented around ethical principle and sustainability criteria. They also aimed at making an attracting employer for high skilled personnel. They are technical and economic expertise is closely link to a responsibility to work for the benefit of mankind and contribute to sustainable. They are well aware of the value of their 120,000 employee in achieving and sustaining the high standard. They are contracting their employees by recognizing in each country where they operate. These needs may vary along with customs and national culture from country to country. Before they decided to invest in Thailand they recruited educated employees by sending to Europe for one year. This shows they have always been forecast on the development of the CSR to make short term interest of shareholders. Enlightened Self-Interest Is has tempered with recognition of the long term financial benefit to the shareholder of well-managed relationships with other stakeholders. The justification for social action is that it makes good business sense. An organizations reputation is important to its long term financial success and there is a business case to be made for a more proactive stance on social issues in order to recruit and retain for staff, for example. So corporate philanthropy or welfare investment or promotion expenditure. The sponsorship of major sporting or arts events by companies is an example. When employees view their organizations commitment to socially responsible behavior more favorably, they also tend to have more positive attitudes in other areas that correlate with better performance. Bayer group have promoted activities include health education programme and initiatives to improve child care project to combat child labour, education and vocational tanning. The promotion of culture and sports or projects to encourage cultural diversity form these shareholders believe their organizations recognize and reward great customer service, act quickly to address and resolve customer concerns, and are led by people in senior management who act in the best interest of customers. So we can add corporate social responsibility, the CSR factor  to the top drivers of workplace engagement. Its also a factor in attracting and retaining talent. And the more senior management is seen to be out front on the issue, the more employees like it. Forum of Stakeholders Interaction It defines multiple stakeholders interests and expectations. Bayer focuses on the right societal megatrends: a responsible approach to drinking water, childrens health, energy-efficient and environmentally friendly production and innovation are viewed as crucial issues, as are climate change and climate protection, sustainable health care and safety at the workplace. The transparent implementation of these issues is detailed particularly clearly in the focus issue sections but is also demonstrated in the Performance Report. Granted funds to support the organizing, a soccer tournament and supported a School tournament for students from schools. Bayer Corporation believes that adhering to this ideology and continuously making improvements to their Work Life programs and benefits are what has made us one of the worlds top inventor companies. Shapers of Society It focuses of financial considerations as of secondary importance or a constraint, in this sense it seeking to change society and social norms.Bayer intends to contribute to a stable business environment, safeguarding the legitimacy and justification for the companys operations while same time strengthening the confidence of board cross section of society in the companys social responsibility, here by highlighted the three main areas: Bayers have legal obligations under statute and under tort to respect and protect the environment and human rights. Bayer has long track of welfare involvements nongovernmental organizations NGOs to set up local or governmental initiatives to solve a wide variety of social problems. Partners with United Nations Environment Programme; supports and organizes a no. of projects, which aim to reinforce environmental awareness and advance knowledge about the environment awareness. Bayers believe in modern innovative technology transfer, creation of welfare and responsible development in their work. Corporate boards should be permitted / forced to consider non-financial matters under securities and corporate law to insure that the business is not put at risk. Bayers CSR commitment covers wide range of activities which, supported by monetary and material donations or company foundation. Promoted activities include ; health educations programmes and initiative to improve child care projects to combat child labor, education and vocational training, environmental protection, promotion of culture and sports or projects to encourage culture and sports or projects to encourage cultural diversity and combat of discrimination. Responsibility care code of management practices, BMS Thailand; Bayers invest on pension funds that are oriented around ethical principles and sustainability criteria. Bayers work hard to educate consumers and other actors in society to drive fair trade and sustainable models of production Donating books and magazines to municipality school libraries, by educating pupils and also providing health care services. 3. Conclusion Corporate social responsibility of BMS shows that organizations have moral, ethical, and philanthropic responsibilities in addition to their responsibilities to earn a fair return for investors and comply with the law. Organization adopting a broader view of its responsibilities that includes not only stockholders, but many other constituencies as well, including employees, suppliers, customers, the local community, local, state, and federal governments, environmental groups, and other special interest groups. Even though they have being proactive on environmental issues they are some issue on their environmental harm because of chemical exposed. To provide Support in the form of green initiatives is obtainable for improving processes, it would be helped them to improved public image, stake holders relationship and reputation. In addition, And all Bayer industries would be pressured to follow Bayers lead, resulting in an improvement of air quality (defend on air pollution) that would benefit residents, workers, and local government agencies and industries that depend on an influx of residents and tourists.   Recommendations Industrial environmental protection and corporate social responsibility have always been inseparably linked at Bayer, for further reference refer to Appendix 1. Developing enlightened self interest Go out of the way to practice showing positive feelings towards others- gratitude, respect, trust which in turn will arouse goodwill from them. Choose some new activities in various life areas work, family, leisure that will bring goodwill and motivate the employees. At the same time, act assertively. In other words, until enlightened self-interest becomes part of you, consciously seek to get you get more of what you want, while respecting the views and feelings of the other people involved. For further, Making available Support in the form of green proposal is recommendable for improving processes, it would be helped them to gain better public image, stake holders relationship and reputation by invest considerable time, effort, and capital in green technology becoming much greener company. Come up with additional funding for Health and Safety of the employees and residents against possible injury, illness, and death. Should absolve Bayer by proving that actual air fabrication where were much operation occurrence and reflecting at the side of air pollution, heat and power without funding to allow the EPA to test air emissions at the site and without efforts by the stakeholders to persuade Bayer to reduce the amount of waste produced at the site In order to invest in China they should focus those drawbacks and critical situations to be avoided inconveniences and to be successful and pave in China. References (2008). Coperate Social Responsibility. In K. S. Gerry Johnson, 8th Edition, Exploring Coperarte Strategy (pp. 145 148). England: Bristish Library Catalogue-In-Publication Data. (2008). Bayer MaterialScience: Resposnsible Operations in Thailand and China. In K. S. Gerry Johnson, 8th Edition, Exploring Coperarte Strategy (pp. 677 684). England: Bristish Library Catalogue-In-Publication Data. Bayer Material Science , Bayer Material Science [online] Available at: http://www.bayermaterialscience.com/internet/global_portal_cms.nsf/id/home_en [Accessed 11 January2011] Bayer Bids to Be No. 1 in Polycarbonate, Plastics Technology, February 2000, p. 69. Bayer, CuraGen Alliance, Chemical Market Reporter, February 26, 2001, p. 7. Bayer Playing Catch-Up, Med Ad News, March 2001. Bayer Prepares Bulk Chemicals Restructuring, Chemical Market Reporter, March 24, 1997, p. 8. Brierley, David, Bayer Finds Breaking Up Is Hard to Do, European, August 7, 1997, p. 24. Hume Claudia, Bayer Rejects Call for Split, Chemical Week, March 21, 2001, p. 7. Rosendahl, Iris, Out Miles, in Bayer, Drug Topics, February 6, 1995, p. 54.

Submissive and Evil Women of The Holy Bible :: Holy Bible Essays

The Submissive and Evil Women of the Bible      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The Bible and the church have been the greatest stumbling blocks in the way of woman's emancipation.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   A famous 19th century feminist named Elizabeth Cady Stanton voiced this about her struggle for women's freedom. Women, considered a lower class than the men, wanted this subjugation changed. Part of the reason for the subjugation of women is that the Bible could be interpreted in many different ways to suit the needs of the interpreter. These interpretations of the Bible are in part responsible for the belief that women are of a lower class than men. The reason this belief is present in our society is that approximately 85% of Americans are Judeo-Christian. We see examples of these beliefs when we look at the church, the daily lives of women, and the media. Looking at 1 Timothy 2:11-12, we see why our religious society could interpret the Bible this way:    Let a woman learn in silence with all submission, and   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   do not permit a woman to teach or to have authority over a man, but to be in silence.      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   We must look at the historical context of the passage. Written approximately 2000 years ago, many parts of the Bible seem outdated. The passage portrays a time when women were property and were â€Å"trained† to be weak and fragile. This stopped only about 30 years ago. Before this time, society taught women from birth to be submissive to men. What does this mean to us today? It means that although American Society is no longer training women to be submissive, the problem is still present in our belief system. Many churches do not believe that women should be part of the clergy. This is because they interpret parts of the Bible, such as 1 Timothy 2:11-12, as saying that only men should preach. In 1848, women made a retaliation to these sentiments. At the Seneca Falls convention, women (including Elizabeth Cady Stanton) signed a Declaration of Sentiments. In the declaration it states:      Ã‚  Ã‚  Ã‚   He allows her in church, as well as state, but a subordinate position,   Ã‚  Ã‚  Ã‚   claiming apostolic authority for her exclusion from the ministry,   Ã‚  Ã‚  Ã‚   and, with some exceptions, from any public participation in the   Ã‚  Ã‚  Ã‚   affairs of the church  Ã‚   (Declaration 1)      Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   The people that these women fought against, including other women, believe that it is the duty of a woman to be quiet and submissive. I have experienced this anti-freedom dogma growing up in the Church of Christ community. I experience this dogma when I talk with my grandmother, a woman who lives by

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E. Who are some important contributors in this field? †¢ Gregor Mendel- Austrian monk who demonstrated how variations in organisms were passed to the next generation and how they occurred; in an article Experiments in Plant Hybridization, in which Mendel experimented with controlled pea plant crosses, he showed how traits are inherited in a predictable way as bits information he called factors (genes) †¢ biologist Thomas Hunt Morgan- he and his students wanted to explicate the relationship between evolution, variation, heredity, and chromosomes; he showed that genes are actual substances that can be located on chromosomes, and he laid foundation for modern genetics †¢ biologist/theoretical physicist Max Delbrà ¼ck and geneticist Nicolai Timofeeff-Ressovsky- proposed a technique for estimating the smallest possible size of a gene; though it proved to be unusable, it enforced the idea that genes are stable molecules rather than theoretical units †¢ Linus Pauling- one of the people who founded molecular biology †¢ bacteriologist Oswald Avery- proposed that DNA was accountable for heredity; this was supported by Alfred Hershey and Martha Chase’s kitchen blender experiments †¢ biochemist Erwin Chargaff- discovered that in all DNA molecules, the nitrogenous bases of nucleotides had a one-to-one ratio-- the amount of adenine was the same as the amount of thymine and the amount of guanine is the same as the amount of cytosine †¢ James Watson, a biochemist, and Francis Crick, a biophysicist- proposed the double helix model; received pictures of crystalline DNA from crystallographer Rosalind Franklin and biophysicist Maurice Wilkins †¢ biochemist Frederick Sanger made the first thorough analysis of bovine insulin, a protein, which has molecules ma... ...iology can be used by scientists to study other things; expression cloning is used to recreate piece of DNA and put it into a cell to see the DNA in action †¢ DNA is helpful in studying evolution and taxonomic classification †¢ Studying what genes cause an egg to develop into a human being RELATE THIS FIELD TO OTHER FIELDS The field of molecular biology can be related to many fields, since it is basically a product of overlapping studies. It can be related to genetics; most molecular biologists have experience in genetics, and the one of the points of the field is finding out how genes for things such as disease are inherited. Molecular biology is also similar to biochemistry, which is chemical (such as enzymes) processes in living things. However, even though there is an overlap and similarities, molecular biology has to do more with nucleic acids/protein production.