Thursday, October 31, 2019

Needs and Wants in American Society Essay Example | Topics and Well Written Essays - 750 words

Needs and Wants in American Society - Essay Example One reason why there seems to be a discrepancy in the definition of need in American society is that people do not seem to care even if such a so-called â€Å"need† would actually â€Å"[reach] the point of being physically harmful† (Sowell 189). One would basically whine that he â€Å"needs† more chocolate although he has just consumed five bars of Mars in an hour. Perhaps, for a lack of a more appropriate word or for some problem with semantics, the English language would simply let us use the word â€Å"need† for anything that we want including desires, cravings and addictions. Indeed, Americans have â€Å"an addiction to consumption† that may even qualify as a â€Å"sickness† (Quindlen 508). This â€Å"sickness† is more like a neurosis about having the latest Marc Jacobs bag, or a paranoia about not having an iPhone 5. The phrase â€Å"I need something† can now therefore be replaced with â€Å"I am paranoid about this† or simply â€Å"I am sick.† Moreover, part of this sickening addiction to consumption which American consumers conveniently call â€Å"need† is the idea of overusing credit. ... American consumer continues to rationalize, what he believes he â€Å"needs† are actually only his â€Å"wants.† Second, there is a problem with how the word â€Å"need† is defined because American consumers do not seem to recognize the idea behind trade-offs. Understanding and doing a trade-off is simply a making that small sacrifice of giving up the purchase of one thing considered to have an advantage for another which is actually truly desirable. The problem with the average American consumer nowadays is that he does not realize that â€Å"at other prices [he] can get along with what [he has]† (Sowell 190). A huge factor in this lack of ability or responsibility to do trade-offs is the addiction caused by the media, but an equally great factor is the laziness on the part of the consumer in filtering out various product information from the media. Consumers who do not think will naturally adopt the â€Å"acquisition habits of a 7-year-old† and a 7-year-old definitely has the faintest idea of what a â€Å"need’ is (Quindlen 509). One can therefore not expect that a 7-year-old has any idea about good trade-offs. Naturally, if all consumers were of this age, then tons of useless â€Å"trifles† would replace good and useful products that could have resulted from sensible trade-offs (509). In short, those who perpetuate the misuse of the word â€Å"need† are actually those who not only believe that â€Å"Marc Jacobs is God† but especially those who have not realized that â€Å"stuff does not bring about salvation† (509). If one considers shopping and consumption as religion, then it follows that he is very much willing to heed its gospel and even do everything to attain enlightenment and salvation with it. Anything proclaimed by this gospel as important is therefore merely a

Tuesday, October 29, 2019

HSBC Risk Management Essay Example | Topics and Well Written Essays - 2750 words

HSBC Risk Management - Essay Example The problem is that profit, the measure of reward, requires, as a minimum, a pencil, the back of an envelope, and some degree of skill in arithmetic calculations. HSBC is the world's largest banking group operating on the global scale. HSBC is considered the 4th largest financial institution of the world with $2,348.98 billion of assets. Also, HSBC is the largest bank with market value of $180.81 billion and the most profitable bank with $19.13 billion2. For this financial group, risk management is crucial to forecast and predict possible market changes and economic fluctuations. Similar to HSBC, MNCs face financial problems and need risk management techniques to avoid profit loss and sustain market growth. For both types of corporations, the first principle of sound financial systems is to lend money only to those who do not need the money. This may sound contradictory to the intent of banking, but it is not. Banking is a business where the banker takes the savings of a number of individuals and lends the money to others. Those whose savings are being redirected to others as loans do not know, or care, that this is happening3. All they care about is the timely payment of interest and the right to withdraw money at one hundred cents on every dollar. Bankers are lenders not of personal or bank funds, but the funds of depositors. Bankers are, in effect, borrowers. HSBC Bankers borrow money from depositors and pay them interest. They take the money and lend it out to others at a higher rate of interest. What bankers expect from borrowers is what depositors expect from bankers. Depositors, borrowers, and bankers function in a system where repayment is in terms of one hundred cents for every dollar deposited or borrowed. Depositors expect one hundred cents on every dollar that bankers have borrowed from them4. For bankers to honor their obligations to depositors, bankers must expect one hundred cents returned on every dollar that they have lent to borrowers. From the bankers' perspective, a deposit is a liability on the books because they "owe" this to depositors at the time when depositors desire to withdraw money. A loan t o a borrower is an asset from the perspective of a banker because its interest represents income and its repayment represents cash flow into the bank. To maintain a balance between assets and liabilities, a dollar's worth of assets and a dollar's worth of liabilities must be in terms of one hundred cents on the dollar5. "What If" analysis is part of risk management for HSBC and MNCs. "What If" analysis consists of looking not only at the most likely, from which one derives a measure of reward, but also certain unlikely cases where the events of business life do not follow the most likely script. The measure of reward diminishes with respect to the measure of reward for the most likely case. At some point, the measure of reward becomes the measure of risk. A measure of risk is a low degree of reward that is insufficient either to meet expenses or to provide a minimum return on investment. Risk, in a business environment, can be looked upon as an unsatisfactory level of reward where t he wisdom of proceeding with the project must be questioned6. In viewing loan applications or proposals, bankers focus on the prospects of repayment. This is because loans are made when it is perceived that the borrower does not need the money. In other words, loans are made wh

Sunday, October 27, 2019

High Turnover Rate in Long-Term Care in Nursing

High Turnover Rate in Long-Term Care in Nursing Lisa Krier Introduction There is a serious problem in this nation, and it is only getting worse. By the year 2030, the number of elderly in the United States, 85 years or older, is expected to reach 8.9 million (Barondess, 2007). According to the Center for Disease Control and Prevention’s website, two-thirds of people reaching the age of 65 will require the services of a long term care facility at least once during their lifetime (Harris-Kojetin, Sengupta, Park-Lee, Valverde, 2013). As the population continues to age, the population of those over the age of 65 is projected to soar to 88.5 million by the year 2050, and the oldest of the old, those 85 years and older, is estimated to reach 17.9 million and account for 4.5% of the U.S. population (Harris-Kojetin, Sengupta, Park-Lee, Valverde, 2013). The 85 and older population often have the highest disability rate and their need for long term care placement is the greatest (Harris-Kojetin, Sengupta, Park-Lee, Valverde, 2013). Unfortunately, the number of women who are 20 to 50 years old, the population most likely to provide the work force of direct care staff, is only expected to increase less than 10% during this same time (Barondess, 2007). In the United States, the shortage of direct-care staff is a serious problem that is worsening (Barondess, 2007). Recruitment and retention of direct- care staff is extremely challenging and is exacerbated by the growing division between the number of those needing care the number of those providing the care (Barondess, 2007). Discussion Long term care facilities experience very high turnover rates among direct-care staff (Barondess, 2007). This problem is costly, threatens the quality of care provided to patients, increases workloads, and can lower morale among the remaining direct-care staff, with all of this contributing to continual and increased turnover (Barondess, 2007). According to the Institute of Medicine’s website, among direct-care staff there was a 71% turnover rate nationwide in 2008 and they were more likely to not have health insurance and to use food stamps (IOM, 2008). The high turnover rate of direct-care staff costs employers on average $4.1 billion annually (IOM, 2008). Direct-care staff contributes greatly to the physical and mental health of long term care patients (Stone Wiener, 2001). Patients depend on staff for assistance with activities of daily living and direct-care staff is the ones providing this care (Stone Wiener, 2001). According to the CDC, in 2012, direct-care staff spent on average 2.46 hours per day per patient, while RNs spent 0.52 hours per day per patient, and LPNs spend 0.85 hours per day per patient (Harris-Kojetin, Sengupta, Park-Lee, Valverde, 2013). As the direct-care staff spends much time caring for the patient, real attachments between the care givers and patients can occur (Eaton, 2000). Direct-care staff potentially can help to improve the patient’s health and psychosocial functioning by providing positive interactions (Eaton, 2000). In this regard, high turnover rates in the long term care setting can affect patient care and patients may suffer both physically and emotionally as a result (Hayes et al., 2006) . Staff turnover in the long term care industry increases the cost for caring for those patients and affects the quality of care provided (Rosen, Stiehl, Mittal, Leana, 2011). In order to increase the retention of nursing assistants, administrators need to address the problem of low job satisfaction among these employees (Rosen, Stiehl, Mittal, Leana, 2011). The following is a plan of action developed to address the problem of low job satisfaction and the high turnover rate of direct-care staff. Core Competency The core competency that will be addressed is managing patient-centered care (IOM, 2003). In 2003, the Institute of Medicine identified patient centered-care as: â€Å"identify, respect, and care about patient’s differences, values, preferences, and expressed needs; relieve pain and suffering; coordinate continuous care; listen to, clearly inform, communicate with, and educate patients; share decision-making and management; and continuously advocate disease prevention, wellness, and promotion of health lifestyles, including a focus on population health† (IOM, 2003). In order for patient-centered care to be effective the staff must collaborate and coordinate care (Finkelman, 2012). Knowledge, Skills, and Attributes The KSA (Knowledge, Skills, and Attributes) that will be utilized for the Leadership Development Goal is team building conversations. High staffing turnover rates threaten the quality of care provided to patients and increases the financial burden of caring for those patients in long term care (Rosen, Mittal, Leana, 2011). When direct-care staff has been asked what promotes the best care, the staff rated communication highest (Scott-Cawiezell et al., 2004), and also rated communication as the greatest weakness in the organization (Kostiwa Meeks, 2009). Direct-care staff believes that they have a greater influence on quality of life for the patient than any other staff (Kane et al., 2006), and that high turnover rates undermine their relationships with patients (Bowers, Esmond, Jacobson, 2000). Direct-care staff believes that the quality of care for patients is reflected in the quality of care for staff by the leadership (Burke, Summers, Thompson, 2001). Given how direct-care staf f feel about their ability to affect patient care and their need to feel supported by the leadership, sitting down with them and having conversations about how best to build the team is essential (Kostiwa Meeks, 2009). Leadership SMART Goal I will examine the high turnover rate of direct-care staff in this long term care facility and meetings will take place with the direct-care staff and the management to begin building a strong team by engaging the direct-care staff in conversations regarding job satisfaction, reviewing peer-reviewed articles and credible websites, and to obtain information regarding job satisfaction from the direct-care staff through the use of employee surveys administered during the first meeting. SMART Goal Format Specifically, all direct-care staff, consisting of Certified Nursing Assistants and Medication Assistants, will sit down with management on a monthly basis to have team building discussions. The goal is to retain the direct-care staff by improving job satisfaction through providing access to authority, information, and teamwork (Boudrias, Gaudreau, Laschinger, 2004), and therefore allowing the direct-care staff to have involvement in decision-making (Kostiwa Meeks, 2009). These meetings will be scheduled during the first week of every month in the facility’s classroom and will occur at different times during the week to accommodate the direct-care staff from all of the shifts. The effects of these meetings, improvement in job satisfaction (Kostiwa Meeks, 2009) and the retention of direct-care staff (Rosen, Stiehl, Mittal, Leana, 2011) will be measured by selecting five direct-care staff members from each of the three shifts and having them participate in a series of surveys (Kostiwa Meeks, 2009). The employees selected to participate in the surveys must have completed the probationary period of employment. The first survey that will be administered is a psychological empowerment survey which consists of four categories, meaning, impact, competence, and self-determination (Spreitzer, 1995). Each category contains three questions and when all of the responses from each category are combined, an overall empowerment score is obtained (Spreitzer, 1995). Each item is rated on a seven point scale and higher scores represent opinions of increased empowerment (Spreitzer, 1995). The second survey that will be administered to the direct-care staff is the Organizat ional Cultural Inventory (Cooke Rousseau, 1988). This inventory assesses what the direct-care staff believes to be the behavioral expectations of them in the facility (Cooke Rousseau, 1988). The direct-care staff’s beliefs of service quality, commitment, role clarity, and role conflict are assessed on a scale from 1-5, or â€Å"not at all† to a â€Å"very great extent† (Cooke Rousseau, 1988). High scores are indicative of stronger validation of the construct (Cooke Rousseau, 1988). The third survey that the direct-care staff will be asked to complete is a nursing assistant job satisfaction survey (Ejaz, Noelker, Menne, Bagakas, 2008), which includes 18 items that measure the employee’s satisfaction with recognition and communication time, the time allotted to complete tasks, resources available to staff, teamwork, and leadership practices (Ejaz, Noelker, Menne, Bagakas, 2008). High levels of job satisfaction are related to high scores on the survey (Ejaz, Noelker, Menne, Bagakas, 2008). This goal is attainable as consistent meetings will take place on a monthly basis with direct-care staff and those in management. The direct-care staff will have the ability to have direct input and will have access to peer-reviewed research articles and evidence-based research provided by the management of the facility. During the first meeting, the credible websites of the Center for Disease Control (CDC, 2014) and the Institute of Medicine (IOM, 2008) will be reviewed for vital information regarding staffing issues in long term care. During the second meeting, which will take place during the first week of the second month, the research article The Relation Between Psychological Empowerment, Service Quality, and Job Satisfaction Among Certified Nursing Assistants, published in the Clinical Gerontologist (Kostiwa Meeks, 2009) will be reviewed in correlation with the results of the surveys taken the previous month. The results of the surveys will be reviewed with the direct-care st aff and an initial plan of action will be drawn. The articles Some Potential Solutions to High Direct-Care Staff Turnover Rates published in the Annuals of Long-Term Care (Barondess, 2008) and Stayers, Leavers, and Switchers Among Certified Nursing Assistants in Nursing Home: A Longitudinal Investigation of Turnover Intent, Staff Retention, and Turnover published in The Gerontologist (Rosen, Stiehl, Mittal, Leana, 2011) will be discussed and made available for the staff to review at the third meeting, taking place during the first week of the third month. After the plan of action is created, it will be discussed at each monthly meeting to determine if the plan is succeeding in the goals set forth as well as any revisions that may be necessary. This goal is realistic as perceptions of empowerment and service quality have been shown to be strongly and positively related to job satisfaction (Kostiwa Meeks, 2009). Communication with management also affects job satisfaction (Scott-Cawiezell et al., 2004) as direct-care staff has consistently rated communication as the greatest weakness of their facility (Kostiwa Meeks, 2009). Suggestions made by the direct-care staff will be reviewed with management and changes will then be implemented with input and discussion from the staff as well as management. The time frame related to this goal will consist of monthly meetings with the direct-care staff and management both present. These meetings will take place during the first week of each month, with varying times to accommodate staff from all shifts. The surveys will be administered during the meeting in the first month, and then at six month intervals to measure whether or not job satisfaction rates are increasing. The program will be evaluated at the end of the first year to determine if the job satisfaction has increased and the turnover rate has decreased. Any changes to the program will be made at the end of the first year. Conclusion As the baby boomers retire and the population is expected to become much older, with 2/3rds of individuals over the age of 65 needing long term care services at least once in their lives, it is imperative that there is a sufficient workforce to care for these individuals (Harris-Kojetin, Sengupta, Park-Lee, Valerde, 2013). As the population of women aging 20 to 50 years of age, the population most likely to provide the work force of direct-care staff, is only expected to increase less than 10% over the next 20 years, it is imperative to see job satisfaction rates improve and the turnover rates decline in this workforce (Barondess, 2007). With a comprehensive plan that includes involving the direct-care staff in the decision making process, having management and the direct-care staff participate in team building conversations on a monthly basis, and utilizing credible websites and peer-reviewed journal articles to obtain valuable information, this is one problem that can have a succe ssful resolution. References Barondess, L.H. (2007). Some potential solutions to high direct-care staff turnover rates. Annuals of Long-Term Care, 15(10). Retrieved from http://www.annalsoflongtermcare.com/article/7860 Boudrias, J. S., Gaudreau, P., Laschinger, H. K. S. (2004). Testing the structure of psychological empowerment: Does gender make a difference? Educational and Psychological Measurement, 64(5), 861-877. Bowers, B. J., Esmond, S., Jacobson, N. (2000). The relationship between staffing and quality in long-term care facilities: Exploring the views of nurse aides. Journal of Nursing Care Quality, 14(4), 55-65, 73-55. Burke, G., III, Summers, J., Thompson, T. (2001). Quality in long-term care: What we can learn from certified nursing assistants. Annuals of Long-Term Care, 9(2), 29-35. Centers for Disease Control and Prevention (2014). Fast stats: Nursing home care. Retrieved from http://www.cdc.gov/nchs/faststats/nursing-home-care.html Cooke, R. A., Rousseau, D. M. (1988). Behavioral norms and expectations: A quantitative approach to the assessment of organizational culture. Group Organization Studies, 13(3), 245-273. Eaton, S. C. (2000). Beyond ‘unloving care’: Linking human resource management and patient care quality in nursing homes. International Journal of Human Resource Management, 11(3), 591-616. Ejaz, F. K., Noelker, L. S., Menne, H. L., Bagakas, J. G. (2008). The impact of stress and support on direct-care workers’ job satisfaction. The Gerontologist, 48(Special Issue 1), 60-70. Finkelman, A. (2012). Leadership and management for nurses: Core competencies for quality care (2nd ed.). Boston, MA: Pearson. Harris-Kojetson, L., Sengupta, M., Park-Lee, E., Valverde, R. (2013). Long-term care services in the United States: 2013 overview. Hyattsville, MD: National Center for Health Statistics. Hayes, L.J., O’Brien-Pallas, L., Duffield, C., Shamian J., Buchan, J., Hughes, F., et al. (2006). Nurse turnover: A literature review. International Journal of Nursing Studies, 32(2), 237-263. Institute of Medicine (2003). Health professions education. Washington, DC: National Academies Press. Institute of Medicine (2008). Retooling for an aging America: Building the health care workforce. Retrieved from http://www.iom.edu/Reports/2008/Retooling-for-an-Aging-America-Building-the-Health-Care-Workforce.aspx Kane, R. L., Rockwood, T., Hyer, K., Desjardins, K., Brassard, A., Gessert C., et al. (2006). Nursing home staff’s perceived ability to influence quality of life. Journal of Nursing Care Quality, 21(3), 248-255. Kostiwa, I.M., Meeks, S., (2009). The relation between psychological empowerment, service quality, and job satisfaction among certified nursing assistants. Clinical Gerontologist, 32, 276-292. doi:10.1080/07317110902895309 Rosen, J., Mittal, E.M., Leana, C.R. (2011). Stayers, leavers, and switchers among certified nursing assistants in nursing home: A longitudinal investigation of turnover intent, staff retention, and turnover. The Gerontologist, 51(5), 597-609. Scott-Cawiezell, J., Schenkman, M., Moore, L. Vojir, C., Connoly, R. P., Pratt, M., et al. (2004). Exploring nursing home staff’s perceptions of communication and leadership to facilitate quality improvement. Journal of Nursing Care Quality, 19(3), 242-252. Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement and validation. Academy of Management Journal, 38(5), 1442. Stone, R. I., Wiener, J. M. (2001). Who will care for us? Addressing the long-term care workforce crisis. Washington, DC: The Urban Institute.

Friday, October 25, 2019

Substance Abuse and the Elderly Essay -- Prescription Drug Abuse

The purpose of this paper is to determine the level of substance abuse in the elderly community. There is concern that as the population ages in the United States, there will be a significant increase in the number of older adults being treated for substance abuse problems. This paper seeks to understand the issues and concerns that are consequently involved with substance abuse among the elderly. There is no doubt that there is a prevalence of substance abuse throughout several age groups. To a certain extent, a society is faced with the reality of controlling substance abuse. Or allow it run rampant throughout the community. Often times, we hear and read about the level of substance abuse among teen, young adults and mid-aged adults. Alcohol, medications, illegal drugs, and over-the-counter medicines can be both abused and misused. It is a widespread belief that age plays a role in the level of influence that drugs and alcohol diminishes. As a person becomes older, drugs and alcohol is not as influential in their loves. This widespread belief has truth. However, it is important to understand that substance abuse is still prevalent in the elderly community. Drug use appears to negatively affect the health of the elderly at a higher rate than other populations (Benshoff & Koch, 2003). This may be a result of old age. So, it can be understood there is a biological effect of substance abuse among the elderly. The elderly are more susceptible to being admitted into the hospital for adverse effects of substances, while other populations of society are not. Benshoff and Koch asserts, â€Å"Intentional abuse of prescription medications to get high is thought to be rare, but over-use does occur among this population. Often this over... ...in elderly emergency department patients. Journal of the American Geriatric Society (40):1236-1240 Atchley, R. C. (1997). Social forces and aging: An introduction to social gerontology (8th ed.). Belmont, CA: Wadswortli. Benshoff, J. J., & Koch, D. (2003). Substance abuse and the elderly: Unique issues and concerns. Journal Of Rehabilitation, 69(2), 43. Kail, B., & DeLaRosa, M. (1998). Challenges to treating the elderly latino substance abuser: A not so hidden research agenda. Journal Of Gerontological Social Work, 30(1/2), 123-141. Mavandadi, S., Ten Have, T. R., Katz, I. R., Durai, U. B., Krahn, D. D., Llorente, M. D., & ... Oslin, D. W. (2007). Effect of Depression Treatment on Depressive Symptoms in Older Adulthood: The Moderating Role of Pain. Journal Of The American Geriatrics Society, 55(2), 202-211. doi:10.1111/j.1532-5415.2007.01042.x

Thursday, October 24, 2019

Philosophy Paper on Gods Existence

Tiera Suggs R. McCashland Philosophy 101 Final Paper Final Philosophy Paper I will oppose Bertrand Russell’s view that believing in God is trivial and that of humans poor imagination. I will use Tim Holt’s â€Å"Philosophy of Religion† to show how believing in God is more logical than not. Russell uses a few arguments to try an disprove the existence of God in â€Å"Why I am not a Christian. † I will address the â€Å"First Cause Argument,† the â€Å"Design Theory Argument,† and the â€Å"Morality Argument. † I will touch briefly on what Russell believes and then use common and widely accepted theories to refute Russell. Russell uses many reasons to support his disbelief of God and refutes many known theories explaining God but I will focus on his main points. First of which being, â€Å"The First-Cause Argument,† which basically means everything we know has a cause and no matter how far back existence is traced, there is chain events of causes leading back to one cause. Russell rebuked this argument by quoting an autobiography by John Stuart Mills,†My father taught me that the question ‘Who made me? ‘ cannot be answered, since it immediately suggests the further question `Who made god? That sentence for Russell confirms that God mustn’t exist, he also says our poor imagination created the idea of God (Russell Why I am not a Christian). Russell fails to logically disprove Gods existence because he did not adequately cast doubt upon the many other arguments that have a clearer, more philosophical standpoint. The Cosmological Argument simply states: (1) Everything that e xists has a cause of its existence.? (2) The universe exists.? Therefore:? (3) The universe has a cause of its existence.? (4) If the universe has a cause of its existence, then that cause is God.? Therefore:? (5) God exists. It does not seem logical or ideal to use an authors autobiography to try and disprove a widely accepted theory. Any person can take a set of ideas and say, â€Å"this is wrong because†¦ † but one must justify ones point. Russell’s argument carries no weight because it is not adequately philosophical. Even if you try and refute the Cosmological Argument on the grounds of saying, if everything has a cause then shouldn’t God? The Kalam Cosmological Argument takes it a step further by saying there is a difference between God and the universe, the universe has a beginning in time subjecting it to be caused/created. Since God has no beginning in time, then he is not subject to be caused/created (Holt Philosophy of Religion). The Cosmological Argument used along with the Kalam Cosmological Argument make Russell’s standpoint weaken and seem arbitrary. The next point Russell attacks in â€Å"Why I am not a Christian† is the Design Theory, which states: â€Å"Everything in the world is made just so that we can manage to live in the world, and if the world was ever so little different, we could not manage to live in it. † Russell denies that belief by saying, â€Å"†¦ ince the time of Darwin we understand much better why living creatures are adapted to their environment. It is not that their environment was made to be suitable to them but that they grew to be suitable to it, and that is the basis of adaptation. There is no evidence of design about it. † What makes his standpoint questionable is the fact that he is trying to simplify the complexity of the nature of hum ans and leaves it to coincidence.. Yes we adapt to our surroundings but how? By chance? That is too unbelievable, organs as complicated as the heart or lungs function sequentially because of chance? That notion is not logical. In â€Å"Philosophy of Religion†, The Teleological Argument however is, stating that the world was created and exists with a purpose in mind. The universe is a ordered system and nothing is left to chance. The Teleological Argument is more believable than Russell’s ‘just because’ so called reasonings. Russell’s next argument is that of morality. He believes God is not the reason for right and wrong, because if you believe in God, you believe he is all good. So how can something all good create wrong? But one can refute Russell’s statement by simply saying, morality is a set of commands so there ust be a commander (Holt Philosophy of religion). The Formal Moral Argument states: (1) Morality consists of a set of commands.? (2) For every command there is a commander.? Therefore:? (3) There is a commander that commanded morality.? (4) Commands only carry as much authority as does their commander.? (5) Morality carries u ltimate authority.? Therefore:? (6) The commander that commanded morality carries ultimate authority.? (7) Only God carries ultimate authority.? Therefore:? (8) The commander that commanded morality is God.? Therefore:? (9) God exists. The Formal Moral Argument seems more plausible than Russell’s theory. It follows a clear system and answers questions of morality, while Russell just bears the conclusion of God is good so there cannot be bad. Again, Russell’s theories are illogical and incomplete compared to ones he is trying to disprove. Russell fails to clarify his statement, his argument is not convincing and is a premature conclusion about God that he cannot even validate. Russell obviously holds some strong convictions against Christianity and God in general. But his reasoning and conclusions are not philosophical, therefore rendering them illogical and mundane. Russell’s argument is not as valid as he thinks. One needs reasons in proving or disproving something, not just banters and foolish inquires. Russell is foolish in saying God was created by humans with a poor overactive imagination, he is filled with more imagination to believe the universe and everything in it was just a random coincidence. Russell’s attempts are weak and vague, not enough to disprove complete logical statements. Works Cited Holt, Tim. â€Å"Philosophy of Religion. † 2008. 23, Nov. 2009. . Russell, Bertrand. â€Å"Why I am not a Christian. † edited by John R. Lenz for the Bertrand Russell Society. 1996. 23, Nov. 2009.

Wednesday, October 23, 2019

Coke & Pepsi in india Essay

Q1) Identify the issues that are going on in this case with respect to issues management, crisis management, global business ethics, and stakeholder management. Rank these in terms of their order of priorities for Coca-Cola and PepsiCo. Q 2) Evaluate the corporate social responsibility (CSR) of Coke and Pepsi in India. Q 3) Are these companies ignoring their responsibilities in India? Or is something else at work? Q 4) why does it seem that Coke has become a larger and more frequent target than Pepsi in India? Did having and Indian born CEO help Pepsi’s case? Q5. How do companies protect themselves against non-stop allegations from special interest groups that have made them a target? Q 6) What should the companies have done differently in 2003 to address the water allegations? What should the company now do as it moves forward? Q 7) what lessons does this case present for MNC’s doing business in the global marketplace? The following lessons can be learned from this case for MNC’s doing business in the global marketplace: Coke & Pepsi in India Q1) Identify the issues that are going on in this case with respect to issues management, crisis management, global business ethics, and stakeholder management. Rank these in terms of their order of priorities for Coca-Cola and PepsiCo. Q 2) Evaluate the corporate social responsibility (CSR) of Coke and Pepsi in India. Q 3) Are these companies ignoring their responsibilities in India? Or is something else at work? Q 4) why does it seem that Coke has become a larger and more frequent target than Pepsi in India? Did having and Indian born CEO help Pepsi’s case? Q5. How do companies protect themselves against non-stop allegations from special interest groups that have made them a target? Q 6) What should the companies have done differently in 2003 to address the water allegations? What should the company now do as it moves forward? Q 7) what lessons does this case present for MNC’s doing business in the global marketplace? The following lessons can be learned from this case for MNC’s doing business in the global marketplace: Coke & Pepsi in India Q1) Identify the issues that are going on in this case with respect to issues management, crisis management, global business ethics, and stakeholder management. Rank these in terms of their order of priorities for Coca-Cola and PepsiCo. Q 2) Evaluate the corporate social responsibility (CSR) of Coke and Pepsi in India. Q 3) Are these companies ignoring their responsibilities in India? Or is something else at work? Q 4) why does it seem that Coke has become a larger and more frequent target than Pepsi in India? Did having and Indian born CEO help Pepsi’s case? Q5. How do companies protect themselves against non-stop allegations from special interest groups that have made them a target? Q 6) What should the companies have done differently in 2003 to address the water allegations? What should the company now do as it moves forward? Q 7) what lessons does this case present for MNC’s doing business in the global marketplace? The following lessons can be learned from this case for MNC’s doing business in the global marketplace: Coke & Pepsi in India Q1) Identify the issues that are going on in this case with respect to issues management, crisis management, global business ethics, and stakeholder management. Rank these in terms of their order of priorities for Coca-Cola and PepsiCo. Q 2) Evaluate the corporate social responsibility (CSR) of Coke and Pepsi in India. Q 3) Are these companies ignoring their responsibilities in India? Or is something else at work? Q 4) why does it seem that Coke has become a larger and more frequent target than Pepsi in India? Did having and Indian born CEO help Pepsi’s case? Q5. How do companies protect themselves against non-stop allegations from special interest groups that have made them a target? Q 6) What should the companies have done differently in 2003 to address the water allegations? What should the company now do as it moves forward? Q 7) what lessons does this case present for MNC’s doing business in the global marketplace? The following lessons can be learned from this case for MNC’s doing business in the global marketplace: