The Abortion Debate: Are Abortions Immoral?

The Abortion Debate: Are Abortions Immoral? Abortion involves the loss of fetus and consequently loss of a future human being. It can only be justified in circumstances where the life of the mother is in danger and the consequences of failing to abort are great (Marquis 194). Marquis identifies two accounts that make killing wrong, namely, the discontinuation account whereby killing automatically terminates life and discontinues the experience of living to the victim, and the desire account, whereby killing interferes with the fulfillment of strong fundamental desire necessary for any other desire to be fulfilled (195). This is compounded by the fact that it is morally wrong to kill people who have little or no desire to live. It is equally wrong to kill the unconscious, the sleeping, those who are tired of living and even those who are suicidal. A fetus lacks desire to live and this makes abortion to be wrong (Marquis 195). People desire to live because they value what life has to offer. Furthermore the goodness of life is not secondary to peoples desire for it because it were so; the pain of premature death would be easily replaced with appropriate desire (Marquis 196). Despite the fact that fetuses are not in a position to value their future and their future may not be valuable to them, It is important to note that the future of a fetus is valuable to other people (Marquis 198). Support of abortion on the basis that an entity cannot possess the right to life unless it has the desire for its continued existence can easily be disapproved by the fact that failure of an individual to have interest in something does not mean that the individual does not have a right to it (Marquis199). Similarly, Bansens argument that a fetus lacks sentience, it cannot be wronged and cannot be a victim even if aborted is equally disapproved by the fact that fetuses have prospects and can be victims when aborted because they are deprived of their future and their prospects (Marquis 200). In view of issues discussed in this essay, it is evidently clear that abortion is not any different from killing, a practice that deprives the victim of a future-like ours. Fetuses possess a future and property that makes killing of adult human beings wrong, it follows without saying that abortion is ethically wrong (Marquis 201). Use of contraceptives cannot be equated to abortion because they only prevent fertilization and conception from taking place but this does not result to any form of killing (Marquis 201). Why Most Abortions Are Not Wrong Some people feel that decision to procure an abortion lies squarely on the pregnant woman because she is the one bearing the burden of unwanted pregnancy, while other people prefer keeping abortion safe and legal because of dangers associated with illegal abortion and inequalities associated with the poor and the minority women who are unable to control their fertility (Steinbock, Arras and Alex 471). Steinbock, Arras and Alex argue that abortion is not wrong because of the moral status of the embryo and the burdens resulting from pregnancy and childbirth on women (471). It is okay to kill a non- conscious fetus if a woman does not want to keep the pregnancy because killing a fetus does not deprive it of a future like ours. This is based on the simple scientific fact that a fetus is non- conscious and consentient hence it does not have a future like ours (Steinbock, Arras and Alex 472). A fetus cannot be equated to a new born baby because even though the fetus is alive and human, it is practically not aware of anything and it is not any different from a sperm and ovum which are also alive and human. Furthermore, a fetus cannot think, feel or even perceive anything as opposed to a new born baby. This makes Killing of fetuses to be morally different from killing babies because they do not have the ability to experience pain and pleasure. They are consentient; just like trees and they lack interest of their own hence it is impossible to consider their interests (Steinbock, Arras and Alex 472). Steinbock, Arras and Alex highlight that nonscentient beings cannot experience pain and suffering because it does not matter to them what they experience or what is done to them. Since fetuses are nonscentient, it follows that they do not have the ability to experience pain and pleasure. This is simply because their nervous system has not yet developed to transmit pain messages to the brain hence fetuses cannot be said to experience pain during abortion (473). Although fetuses are living, they do not have a life because they are nonsentient, they are equivalent to living cells in human beings which die or are simply killed. Such cells are not said to lose their live or to be deprived of their lives. Killing a fetus before it becomes conscious and aware does not deprive it of anything (Steinbock, Arras and Alex 473). The fact that fetuses are potential human beings does not qualify them to be treated as actual human beings. In any case living human beings are potentially dead but there is no reason to treat them like corpses (Steinbock, Arras and Alex 474). If fetuses; the potential human beings should be treated like real human beings, then the potential personhood attached to fertilized ova should also be attached to unfertilized eggs and sperms as potential human beings. Furthermore every player is also a potential winner and as such unfertilized eggs and sperms are also potential human beings and their potential should not be negated (Steinbock, Arras and Alex 474). Since neither the sperm nor the egg has a future of its own before fertilization, it follows that even the embryo does not have a future without the uterus and cannot develop all by itself without the uterus and adequate nutrients from the pregnant woman (Steinbock, Arras and Alex 477). A pregnant mother serves as a life support system to sustain the life of a fetus; hence the morality of abortion not only depends on the fetus but also on womans moral obligation to sustain the life of the fetus without terminating pregnancy (Steinbock, Arras and Alex 478). Pregnancies are associated with various burdens including labor, delivery and sometimes death. Outside the abortion context, there is no situation in which someone should undergo risks and burdens to preserve another persons life. Clearly, restrictive laws of abortion impose burdens on pregnant mothers that are not imposed on other people in comparable situations thus violating the principle of equal protection. (Steinbock, Arras and Alex 478). A woman should not be forced to undertake significant risks and burdens of keeping the fetus alive. After all such a woman would have to carry a bugger burden of raising a child against her wishes or even giving it up for adoption (Steinbock, Arras and Alex 479). It is morally right to terminate pregnancy for sex selection or for fetal reductions, especially where a woman has 3 or more fetuses because chances of them surviving are minimal if some are not killed. It is also risky to mothers health (Steinbock, Arras and Alex 481). Women have a amoral right to decide either to carry the burdens of pregnancy and childbirth or to abort. It would be much fair to put women to task on justifying their decision to have children instead of justifying their decision to procure abortion (Steinbock, Arras and Alex 482).

Peter Principle in Human Resources Management

Peter Principle in Human Resources Management Peter Principle can be defined in these words such as; Peter Principle is a well-known principle in Human Resources Management according to that in a hierarchy people tend to rise to their level of incompetence (citation). Accordingly when employee is promoted to higher rank, he or she inclines to become less competent because competence of an employee in one rank does not ensure his or her competence in another higher one. This principle was presented by the professor Dr. Laurence J. Peter and also named after him, who formulated this observation in his book The Peter Principle. Overview In a Hierarchy, Every Employee Tends to Rise to His Level of Incompetence (citation) is the main core of the Peter Principle that was popularized by Dr. Laurence J. Peter and Raymond Hull in their book, which is actually seems an amusing piece of writing. In their book they also introduced one more concept of salutary science of Hierarchiology, unintentionally established by Peter. This concept illustrates that in a hierarchy, members are promoted so long as they work competently. Sooner or later they are promoted to a position at which they are no longer competent (their level of incompetence), and there they remain, being unable to earn further promotions (citation). The concept of Hierarchiology is theoretically authentic. According to this concept Peter explains that every rank in a Hierarchy is inclined to be occupied by an incompetent employee who is not capable to effectively perform his duties, he also said, the work is done by those people who have not yet touched the height of their incompetence. What does incompetence mean is a question to be identified? To describe incompetence it is considered that an incompetent is an individual who is delineated by his oversight. This description requires explanation, though every person can commit occasional mistakes or wrong decision or fail in assessment but this is not incompetence. It turns into incompetence when failure becomes the habit and the person is attributed by this habit whether it would be the sub-standard performance in dozens of projects, or ones individual catastrophe that demolish ones popularity. Each instance, when others start attributing one with these characteristics, he would be regarded an incompetent person. Moreover, if people start defining someone by his mistakes, then he would be definitely an incompetent one. According to the one research conducted by a professor and psychologist Justin Kruger, Nobody is incompetent in everything. This defines that no one can rise to the standard of competence without being adapt at any number of basic skills as the most of people are not incompetent at a huge number of things. Contrary to this as no one is incompetent at everything likely no one is apt at everything and consequently according to the Peter Principle majority of the people will finish up in ranks for which we are not congenitally proficient. . As HR consultant Bill Catlette comments, All of us, at some things, at some point in our lives, are incompetent maybe at work, maybe at home (citation). It does not matter if this characterization is based upon peoples observation to define him actually an incompetent person, thus incompetence is defined as the inability of ones to do the job. This is not necessary that the exposed incompetence of an employee would be a result of the high ranking job promotion that would be more demanding. Despite that job is not the same as the previous one; the higher rank would demand the higher work skills which may not be possessed by the employee. For instance, an employee of the factory is competent and excellent in his job and it can cause promotion to the rank of manager, but at this point the skills and excellence that caused his promotion would not be applied to this new rank. A question arises here that are the incompetent employees aware of their incompetence? Certainly this incompetence is not only due to the modern workplace. However, the principle provides that in the hierarchy, promotions change proficient employees into incompetent superiors. Furthermore, incompetence begets incompetence (citation), Superiors who have poor judgment skill hand give assignments in the wrong hands, entrust sensitive objectives to them who can not effectively achieve those targets. Regardless of the growing popularity of the personality evaluation at workplace as mentioned above organizations keep hiring the incapable people in jobs. Consider all the cases about interacting with bosses who were not humane, at any stage, promoted to some higher rank as some individuals are not good material for being good managers, no concern how much they are qualified and conducting daylong seminars. The Peter Principle is a humoristic treatise which describes the drawbacks of the hierarchic administration. According to the actual statement of the principle in an administration hierarchically systemized, people tend to be promoted up to their level of incompetence. The Peter Principle provides with the observation that in an organization new employees are usually hired in the lower jobs but gradually when they prove themselves to be competent in the job in which they are primarily hired, they get elevated to a higher job. This system of ascending to the height of hierarchy can persistently continue till the time employee gets the rank where the employee is no longer competent (citation). At one point this process naturally ends, since the established principles of the organization make it difficult to reduce someone in rank, even though that person be adapt and much comfortable in previous lower rank. Consequently, it is apparent that most of the elevated ranks of the hierarchical structure are appointed by incompetent employees, on the basis of their previous work because they were quite better in doing different jobs than the one they are appointed. The generalization of the Peter Principle in not much distrustful in its insinuation, since evolution does not have the hierarchical inertia that promotes and sustains people in an inappropriate rank. But there will certainly remain the systems, which would be confronted by evolutionary problems, will rapidly fix the easy one, but incline to get stuck in serious problems. The more adaptive, fit, competent system is that, the more rapidly it will fix all the easy issues instead finally get stuck in all the complex issues. However, getting stuck in complex issues does not mean being unfit, it only describes that it has just touched the heights of its competence, and had great problem in advancing further. This also explains man, being most adaptive and complicated creatures, is still struggling for survival in its niches as much vigorously as is the most primitive organism, like bacteria. If any creature would have the ability to resolve its evolutionary problems in a whole then the Re d Queen Principle would ensure that new and comparatively harder problems would arise, therefore a creature would keep on struggle to balance on the edges of its sphere of incompetence. In a nutshell, it can be concluded, the generalization of Peter Principle presents that in evolution systems tend to reach the point of their adaptive competence. This concept is quite disturbing as according to the Peter Principle since every one tends to rise to his level of incompetence. This concept is usually overlooked by most senior managers since to confess it is to confess that they may also be at their own level of incompetence. Consequently the end result is that static organizations are most probable to have incompetent employees at many different levels in the organizational structure. Whereas in growing organization, new positions and employees are added fast enough that the consequences of the Peter Principle, which are expected unavoidable, are behind as long as the organization is continuously growing. Probably it requires some explanation regarding this concept such as if an organization imply this concept then how does an organization survive? What is observable is the work in this organization is being done by people who have not reached the level of their incompetence. Doctor Peter provides its explanation in the words that in time, every post tends to be occupied by an employee who is incompetent to carry out its duties (citation). In organizations when someone is perceived as incompetent one, he is promoted up, or to make vacancy for a competent employee. The new person replacing the incompetent one would not be at his level of incompetence and would be able to serve better as he is expected to do. The implication of this Principle, in my opinion, is not right. It is considerable that mentorship would discontinue the Peter Principle such as more training in new enhanced positions could bring positive results. According to the Peter Principle, appointing a new employee who can perform well would increase total productivity of the organization. This can be true but what should be done with the all people who reached the level of their incompetence? I find it morally and financially more appropriate to utilize the existing resources. Through providing enhanced relevant training and mentors utilization of the existing resources can be achieved well. In Peter Principle, Dr. Peter points out that people do not intend to be incompetent, but they are provided higher ranks that put them into their level of incompetence (citation). It is unexpected that a person knows that incompetence would happen ahead of time. Nevertheless, an offer is made to that employee because the management knows that this employee can execute this job better but such managers too are at their level of incompetence therefore they are making such poor decisions.

The Rate of Hydrolysis of Sucrose Essay -- Biology Science Experiments

The Rate of Hydrolysis of Sucrose Hypothesis - The digestion of sucrose into glucose and fructose is carried out by the presence of the enzyme Sucrase. The activity of the enzyme will be greatest at its optimum temperature since at this temperature the enzyme's tertiary structure will be correct to allow the formation of the substrate-enzyme complex quickly and efficiently. This should be at 37Â °C (body temperature), which is the temperature of the ileum where Sucrase is secreted and naturally functions. The first thing to say about enzymes is that they are proteins and they are found in all types of organisms from humans to viruses. They function in the body as catalysts. In other words they speed up the rate of chemical reactions in the body. Enzymes actually accelerate chemical reactions by a factor of about 1 million. Enzymes are organic catalysts. Without enzymes the metabolism of an organism would be too slow for the organism to survive. The word enzyme actually means "in yeast" as they were first discovered in these micro-organisms. Enzymes are found inside cells (intracellular) and outside cells (extra cellular). Intracellular enzymes are for example, those that control metabolism while extra cellular enzymes are for example, gut digestive juices and the enzymes secreted by bacteria, which digest their food outside the body then reabsorb the products. Enzymes work on particular organic chemicals, these are called substrates. So in effect food is the substrate of digestive enzymes. Each enzyme is specific to one or a group of particular substrates. The majority of the reactions that occur in living organisms are enzyme-controlled. Without enzymes toxins would soon build up and the supply of respiratory substrate would decrease. Enzymes are proteins and thus have a specific shape. They are therefore specific in the reactions that they catalyse - one enzyme will react with molecules of one substrate. The site of the reaction occurs in an area on the surface of the protein called the active site. Since the active site for all molecules of one enzyme will be made up of the same arrangement of amino acids, it has a highly specific shape. Generally, there is only one active site on each enzyme molecule and only one type of substrate molecule will fit into it. Lock and key hypothesis description of the specificity of t... ... well as this the final colour was defined. Results : my results from then on were much more reliable and the average was easier to plot on a graph drawing my expected curve. The first colour change was a loss of the base pink colour and the final colour change is a measurable blue. Throughout all these preliminary experiments and the final one all laboratory safety precautions will be observed. To check the reliability of my results I will take a mean average of all 3 experiments I finally did. Using the mean of all the experiments I then will work out the standard deviation of the primary colour change and the final colour change. On the graphs the X axis is numbered 1-6, this corresponds to the Sucrase Concentration 0.0%-2.5%. Below is the preliminary experiment graph for primary colour change at 0-5% solution. The line slopes down as the reaction time decreases in relation to the concentration. This was the graph of the preliminary experiment after making the changes due to evidence from preliminary experiment 1 and 2. Prediction: I predict that the higher the concentration the faster the reaction due to induced fit and lock and key hypothesis.

HIV/AIDS in India:An epidemic Essay -- AIDS India Health

What may be seen as a result of a surplus of labor by an economist, has ultimately led to an epidemic. India's population, estimated to be 1.35 billion, suffers extensive poverty as more than thirty seven percent of its population lives below the poverty line. (Economy Watch) This surplus of labor has driven the price of labor in India to incredibly low amounts, hence the outsourcing which has become rampant. Low labor prices compounded with exclusion due to the caste system and high dependency on agriculture all have amplified the poverty which in turn, has given rise to the largest population—2.3 million--within the borders of a nation to be infected with HIV/AIDS. (India HIV and AIDS Statistics.) Though those who are infected represent less the one percent of the total population, the environmental conditions of the society by which India presides are conducive to the rapid spread of this problem. More importantly, of those that are infected, thirty nine percent are women which increases the probability of parent-to-child transmission of this STI(Sexually Transmitted Infection). While an entire forty percent of the HIV bearing population is constituted by women, only a fraction of a percentage point of those women who choose to get screened test positive for the infection indicating a major problem—those who have it, are unaware or choose not be screened*. Close to eighty five percent of the transfers are through sexual transmission, five percent through parent-to-child transmission and the remainder through injecting drug use. As observed, red-light districts in India have given obvious rises and have some of the highest incidence of AIDS (fifty percent in Mumbai and Pune), but the other regions of the country do not r... ...ohen, J. "HIV/AIDS IN INDIA: HIV/AIDS: India's Many Epidemics." Science 304.5670 (2004): 504-09. Print. Cohen, J. "HIV/AIDS IN INDIA: HIV/AIDS: Till Death Do Us Part." Science 304.5670 (2004): 513-17. Print. "HIV/AIDS." UNICEF INDIA. 2007. Web. 04 Dec. 2010. . "Poverty in India | Economy Watch." World, US, China, India Economy, Investment, Finance, Credit Cards | Economy Watch. Web. 08 Dec. 2010. . "India HIV and AIDS Statistics." AIDS & HIV Information from the AIDS Charity AVERT. Web. 05 Dec. 2010. . "Stigma, Discrimination and Attitudes to HIV & AIDS." AIDS & HIV Information from the AIDS Charity AVERT. Web. 07 Dec. 2010. . HIV/AIDS in India:An epidemic Essay -- AIDS India Health What may be seen as a result of a surplus of labor by an economist, has ultimately led to an epidemic. India's population, estimated to be 1.35 billion, suffers extensive poverty as more than thirty seven percent of its population lives below the poverty line. (Economy Watch) This surplus of labor has driven the price of labor in India to incredibly low amounts, hence the outsourcing which has become rampant. Low labor prices compounded with exclusion due to the caste system and high dependency on agriculture all have amplified the poverty which in turn, has given rise to the largest population—2.3 million--within the borders of a nation to be infected with HIV/AIDS. (India HIV and AIDS Statistics.) Though those who are infected represent less the one percent of the total population, the environmental conditions of the society by which India presides are conducive to the rapid spread of this problem. More importantly, of those that are infected, thirty nine percent are women which increases the probability of parent-to-child transmission of this STI(Sexually Transmitted Infection). While an entire forty percent of the HIV bearing population is constituted by women, only a fraction of a percentage point of those women who choose to get screened test positive for the infection indicating a major problem—those who have it, are unaware or choose not be screened*. Close to eighty five percent of the transfers are through sexual transmission, five percent through parent-to-child transmission and the remainder through injecting drug use. As observed, red-light districts in India have given obvious rises and have some of the highest incidence of AIDS (fifty percent in Mumbai and Pune), but the other regions of the country do not r... ...ohen, J. "HIV/AIDS IN INDIA: HIV/AIDS: India's Many Epidemics." Science 304.5670 (2004): 504-09. Print. Cohen, J. "HIV/AIDS IN INDIA: HIV/AIDS: Till Death Do Us Part." Science 304.5670 (2004): 513-17. Print. "HIV/AIDS." UNICEF INDIA. 2007. Web. 04 Dec. 2010. . "Poverty in India | Economy Watch." World, US, China, India Economy, Investment, Finance, Credit Cards | Economy Watch. Web. 08 Dec. 2010. . "India HIV and AIDS Statistics." AIDS & HIV Information from the AIDS Charity AVERT. Web. 05 Dec. 2010. . "Stigma, Discrimination and Attitudes to HIV & AIDS." AIDS & HIV Information from the AIDS Charity AVERT. Web. 07 Dec. 2010. .

Capitalism :: essays research papers

Capitalism and the Renaissance   Ã‚  Ã‚  Ã‚  Ã‚  Capitalism is an economic system in which the means of production and distribution are privately or corporately owned and development is proportionate to the accumulation and reinvestment of profits gained in a free market. Capitalism lead to great changes in banking and business for Europeans It came to Europe after the devastating black death and while Europe was suffering from poor economic growth.   Ã‚  Ã‚  Ã‚  Ã‚  By looking at this definition, it is hard to see how this economic systems is linked to the Renaissance, which occurred in Europe. These two events in western civilization have great links which tie the two event together.   Ã‚  Ã‚  Ã‚  Ã‚  The Renaissance was a period of time in Europe when craftsmen, mostly artists, broke away from craft guilds to pursue their own ventures in their trade. It is also know as the rebirth of the classics. Artists began painting and sculpting for the royal and wealthy. Most of the masterpieces had to do with religion or portraits of royalty to make the patron that was paying for the service merely immortal since this painting would be famous and around for as long as it could be preserved. Religious scenes were painted to give people a visual idea of events that took place. Artist also put their own design into artwork in order to express feelings that were felt at this time in their life.   Ã‚  Ã‚  Ã‚  Ã‚  After comparing the Renaissance and the type of economic system that capitalism is, you can see that they both allow to entrepreneurs to operate as a single unit rather than be a part of the state of part of a guild. The word that pulls both the Renaissance and capitalism together is individualism. Both events were to events helped individuals to prosper immensely for themselves and move away from government and religious controlled work.   Ã‚  Ã‚  Ã‚  Ã‚  Renaissance and capitalism both brought about a way for individuals to make money. Capitalism allowed for sole proprietors to run businesses and make a living for themselves. In a similar way, artists were able to make money buy using their talent and providing a service to others on an individual basis. The artists were looked up to my even the most wealthy merchants because of the power the had to make them know forever though their work. Both the businessmen and artists both earned respect and were well known in society and also earned a certain status for themselves.

Being a Change Agent: Managing Social Change

We believe that the job of being a change agent should start with two kinds of question. First, is a structural question: How do you identify persons and subgroups that are the â€Å"strategic levers† of change in any particular public? This means identifying the opinion leaders and community influential who can influence others in the system to adopt change. Second, is a social-psychological or an interactional question: How do you change the behaviors or the minds of the people in question? The different strategies discussed earlier represent alternative ways of going about change agents can do to reduce resistance to change. What are some of these changes? On can reduce resistance to the adoption of a change by attempting to make the particular innovation (1) simple and easy to communicate, (2) divisible, and (3) maximally compatible with the status quo values and needs (Harper & Leicht). Is it possible that a change agent is for the good, not purely destructive change? In my mind, change is agent is to make people better. Which is something we should all strive for? In addition, cans someone starting being a change agent, can a person successful in being a change agent? In this paper you learn about what is a change agent and who can be a Change Agent, How to create change, The ethics of Inducing change, What makes a good change agent, Define change leaders on five levels of leadership skills, and Five most important competencies of change agents. In addition, I will imagine myself as a change agent trying to change my neighborhood or community for the better. What is a Change Agent? A change agent is a catalyst and when added to the mix, changes everything. It can be a process, an element, a thought, or a person. A social change agent is an individual working to bring about a more life-affirming society. This is a person whose presence or thought processes cause a change from the traditional way of handling or thinking about a problem. They know how to get people involved in solving their own problems. A change agent lives in the future, not the present. Regardless of what is going on today, a change agent has a vision of what could or should be and uses that as the governing sense of action. To a certain extent, a change agent is dissatisfied with what they see around them, in favor of a much better vision of the future. A change agent has a strong ability to self-motivate. A change agent is fueled by passion, and inspires passion in others. Moreover, at the end of the day, change is about people (Stevenson 2012). Who can be a Change Agent? A Persons with Innovative Ideas, Calculated Risk Takers, Person coming with different Industry or sector even from different department, That's why reshuffling is done within an organization, External consultants, Trackers who are tracking market ,competitors ,technology etc secretly, Persons ingrained with sharp business knowledge and skills, Team leader who are having a quality to integrate, People possessing qualities like need achievement, positive attitude, ethical behavior, One who think big and realistic, and Who knows more about your company policy and people. There is no cookbook for creating change. Why? As anyone who has attempted to cook a complex meal knows, exact specifications are always missing and recipes contain many vague instructions: â€Å"Add salt to taste†. How much is that? â€Å"Cook until vegetables are crisp, but do not over cook. † What does that mean? Like cooking, social change requires experience, making do with imperfect ingredients, and often mudding through. There are some issues that a change agents need to consider. Plans for social change involve a number of issues: The first task is to good plan is to define the goals of the desired change. Second task, is that a good plan needs to specify as precisely as possible the target or reference public: Who is to change? Third task is to have a good plan will identify situation or times when the target population is most receptive to change. Fourth task is to have a good plan will develop an inventory resource available. Fifth task is that a good plan should consider appropriate strategies (for example, facilitation, reeducation, persuasion, or power/coercion), how they might be combined, and how their contradictions might be addressed. Finally, a good plan should include mechanisms for the ongoing monitoring of change so that it can be modified, fine tuned, or abandoned (Harper & Leicht). There are various strategies along a continuum in term of the extent to which we believe that they involve ethical problems, as follows: facilitation, reeducation, persuasion, or power/coercion. In the terms of these criteria, facilitation and reeducation (to the extent that the latter can be honestly practiced) do respect the autonomy, rationality, and dignity of person who are the targets of change. Persuasion, in comparison, respects the voluntary choice to adopt change but may overwhelm the person with distorted (or false) information, withheld information, and non-rational appeals to emotion. Power and coercive strategies carry the greatest number of ethical problems because they deny voluntary adoption and rejection and maximally violate people's autonomy and dignity. There is a bottom line here. Granted that creating social change is often costly and demanding to. Granted that success, even partial success, is always uncertain as well. Granted that long-term systemic consequences may be well counter productive to one's original intent. Even so, should one refuse to make efforts to change things if the issues are important? The civil rights movement of the 1950s and 1960s was long, costly, and difficult effort that only partly succeeded. Being aware of its high costs and limited successes, should its organizers have given up? We do not think so. The lives of millions of minority Americans that are better today for those efforts even thought the goal of complete racial justice remains elusive (Harper & Leicht). Due to the dynamics in the external environment, many organizations find themselves in nearly continuous change. The scope reaches from smaller change projects in particular sub business units up to corporation-wide transformation processes. Unfortunately, not every change process leads to the expected results. There are multiple reasons for potential failure: Typical barriers to change are unexpected changes in the external conditions, a lack of commitment in implementation, resistance of people involved, or a lack of resources. The implications of failed change projects go beyond missed objectives. More important is the negative symbolism and the de-motivation of people involved. People within the change team may become dissatisfied with their own performance or the lack of support they received. In the result, some of them will probably never again be willing to commit themselves to change initiatives. Similarly, people affected by the (failed) change effort will develop growing skepticism. They might perceive future change projects as â€Å"another fancy dea from management†, which brings a lot of work and few benefits. In the light of the many problems and risks associated with change projects, the change agent has a very important function. The change agent’s or change leader’s capabilities have a major impact on success or failure of the project, and on the extent of potential unwanted side effects. The following article describes required capabilities of good change agents. Readers should keep in mind, however, that there is no ‘ideal’ change agent. Particular requirements normally relate to the actual situation in the organization (e. . corporate culture, strategic relevance of the project, acceptance of the project among management and staff, timeframe, resources etc). Depending on these factors, either change agents may need good project management capabilities in order to guarantee timely progress, or they should be good leaders with the ability to motivate people (Recklies 2001). Jim Canterucci defines change leaders on five levels of leadership ski lls. Although he mainly focuses on leadership capabilities and qualifications, his system can easily be transferred to change projects with varying importance. The leader of an organization-wide restructuring project will need different capabilities than the one who is responsible for clearly defined project on departmental level. Levels of Change Leadership Skills, derived from Canterucci: is Level I is to Accepts the need for change, communicates and defends the need for change throughout the organization, creates an open and receptive environment. Small change initiatives with clear direction. Level II Defines and initiates change, identifies advantage points for change in processes and work habits. A change projects at local level. Level III is to leads change, translate the vision of the organization into the context of a specific change initiative and bring this message to the entire organization, redirects approaches in the face of new opportunities. A transformation of a central vision into change initiatives and organization-wide communication. Level IV is to manage complex change, understands the cultural dynamics of the current state of an organization, and creates a strategic practical course, balancing the current reality with the need for rapid adoption of the desired future reality. A generates change with a high degree of transformation. Level V is that champions makes change, challenges the status quo by comparing it to an ideal or a vision of change, causes crisis in order to support dramatic actions and change efforts, transforms the organization. An ability to revolutionize organizations (Canterucci 2008). Buchanan and Bobby have carried out a study on the perceived effectiveness of change agents. On that basis, they compiled the five most important competencies of change agents. These, too, are evidence for the importance of the soft factors. The five most important competencies of change agents are Objectives, Roles, Communication, Negotiation, Managing up. Each of these five most important competencies of change agents has descriptive of how to implement change. The first most important competencies of change agents are objectives. The descriptive of how to implement change of objectives are: Sensitivity to changes in key personnel, top management perceptions and market conditions, and to the way in which these impact the goals of the project. , Setting of clearly defined realistic goals, and Flexibility in responding to changes without the control of the project manager, perhaps requiring major shifts in project goals and management style. The second most important competencies of change agents are roles. The descriptive of how to implement change of roles are: Team-building abilities, to bring together key stakeholders and establish effective working groups, and to define and delegate respective responsibilities clearly, Networking skills in establishing and maintaining appropriate contacts within and outside the organization, and Tolerance of ambiguity, to be able to function comfortably, patiently and effectively in an uncertain environment. The third most important competencies of change agents are communication. The descriptive of how to implement change of communication are: Communication skills to transmit effectively to colleagues and subordinates the need for changes in the project goals and in individual tasks and responsibilities, Interpersonal skills, across the range, including selection, listening, collecting appropriate information, identifying the concerns of others, and managing meetings, Personal enthusiasm in expressing plans and ideas, and Stimulating motivation and commitment in others involved. The fourth important competencies of change agents are negotiation. The descriptive of how to implement change of negotiation are selling plans and ideas to others by creating a desirable and challenging vision of the future, and Negotiating with key players for resources, for changes in procedures, and to resolve conflict. The fifth important competencies of change agents are managing up. The descriptive of how to implement change of negotiation are political awareness in identifying potential coalitions, and in balancing conflicting goals and perceptions, Influencing skills, to gain commitment to project plans and ideas form potential skeptics and resisters, and to have Helicopter perspectives, to stand back from the immediate project and take a broader view of priorities. According to Rosabeth Moss Kanter mentions many emotional components among the most important characteristics of change agents. In addition to the factors described above, she stresses the need to question the knowledge of the organization. According to Moss Kanter, existing patterns of thinking and existing assumptions about the organization, its markets, customers, and relationships have to be challenged. Thus, change agents should realize that there is more than one right solution. The change agent has to be able to evaluate facts from different points of view, e. g. from the customer’s or competitor’s perspective. Furthermore, Moss Kanter stresses the importance of coalition building, which she describes as an often-ignored step in change processes. Change agents should identify and involve opinion leaders, decision makers on resources, functional experts and other important persons as early as possible in the project-planning phase. The importance of the factor motivation is well described with the phrases transferring ownership to a working team and making everyone a hero. In my opinion, Moss Kanter gives the most important preconditions for successful change management – the involvement of the people – with these two phrases. Members of the change team and other employees affected by the change initiative must not feel like as if they are just the tools for change or the subject of change. In my experience, it is not enough to have a convincing vision. Real commitment can only be gained by giving people the chance to become actively involved, to contribute their own experiences. Every employee needs to know that his contribution to the project is important and is valued. Thus, people will develop a sense of ownership for the project, which, in turn may serve as a major source of motivation when it comes to the inevitable problems and barriers. Kanter 1999) provides a great summary of the characteristics of good change agents when she writes that the most important things a leader can bring to a changing organization are passion, conviction, and confidence in others. Imagine myself as a change agent trying to change my neighborhood or community for the better. What are some issues that I would consider to change in my neighborhood or community? Assume that I have some, but not having unlimited resources and money to use. How would I go about it? What things would you consider in order to change that particular issue? As I sit here and imagine myself as a change agent, a few things come to my mind that I want to change in my neighborhood or community. I would consider changing in my neighborhood or community is they way we go about our health on a daily basis. Having limit to the resources and money it can consume. If that limit is a problem, then the project may really end up being a waste of time. With limited resource, I would go about it by make a plan to pull out of the project or at least good backup plans for handling failures. At worst, make sure to minimize any risks. Get more resources. Sometimes this is hard work, but it may pay off. Get help. Sometimes someone with more experience may know of resources or can spot misuse of resources in a project. Just be willing to accept criticism. Cut out any parts of the project those are unnecessary. However, one part of a project it be well liked, it may not be truly important. Plan, study, research, prepare. There is a saying that an ounce of prevention is worth a pound of cure. Good preparation can eliminate the need for many resources (wikihow). With limited money, I would need to raise some extra capital; there are a number of different ways that I can raise money. The good thing about this strategy is that they cost little, if anything, to use. After all, the last thing you want is to spend a lot of money to raise the cash you need. How I would raise, money is to have an online auction. By cleaning out my closets and I can make some extra money at the same time by posting unwanted belongings on online auction sites. Pay a small listing fee when I post each item, then another commission based on the final selling price. To start me need a free online auction account as well as having a good digital camera for taking photographs. Then I can make even more money by offering to sell unwanted items on commission for family members, friends, and co-workers (ehow. com). I can bring in to friends that I would help my neighborhood and community on dieting and fitness tips. They will explain the ten essential elements of good health. If you take all of the actions listed below, you will be much healthier. Eat a Healthy Breakfast, Drink at Least 8 Glasses of Water, Take a Good Quality Multiple Vitamin/Mineral, Connect with Other People, express Your Emotions Appropriately, Eat Fruits and Vegetables, Spend at Least 30 Minutes Outdoors Active, Take Some Quiet Time for Yourself Keep Regular Sleep Hours, and Establish a Relationship with a Doctor You Can Trust (Bauer 2009). In conclusion, a change agent has a strong ability to self-motivate. There will be many days where everyone around does not understand and will not offer props. The change agent needs to find it within themselves to get up every day and come to work and risk being misunderstood and miss-appreciated, knowing that the real validation may be far in the future and may be claimed by someone else. A change agent must understand people. At the end of the day, change is about people. If you change everything but the people, I doubt you will be effective as a change agent. Change will really â€Å"stick† when people embrace it. Therefore, change is part sales, part counseling, and part encouragement. It is all about people, at the end of the day. Reference Bauer, Carl H: (2009); Ten Simple Things You Can Do to Get Healthy and Stay Healthy. http://www.somaacupuncture.com/healthy.html Buchanan D. & Bobby D. (1992);  The Expertise of the Change Agent: Public Performance and Backstage Activity  . Prentice Hall. Canterucci, Jim: (2008); are You a Change Leader?http://www.corpchange.com/Resources/Articles/Areyouachangeleaderarticle.asp Recklies, Dagmar: (2001); What Makes a Good Change Agent? http://www.themanager.org/Strategy/change_agent.htm#_ftnref2 Haper, Charles L. and Leicht, Kevin T. (2010); † Exploring Social Change: America and the World, 6nd ed.† Upper Saddle River, NJ; Prentice Hall. Moss, Rosabeth K. (1999):  The Enduring Skills of Change Leaders. In Leader to Leader; Nr. 13. Recklies, Dagmar: (2001); What Makes a Good Change Agent? http://www.themanager.org/Strategy/change_agent.htm#_ftnref2 　Stevenson, Dennis: (2012); What is a Change Agent? Http://www.thechangeagents.net/what-is-a-change-agent.html htt p://www.ehow.com/info_8026713_ways-money-quickly-limited-funds.htmlhttp:// http://www.wikihow.com/Work-With-Limited-Resources-on-a-Project

A Research Proposal on the International Branding

Elite branded products try to catch the attention of the public by attempting to sell a dream, which is done by attempting to discern the most common inner desires of the targeted consumer market; once this is done, the brand tries to enlist the services of a highly admired or a highly controversial individual to add effect to the aura or concept being portrayed by the brand.Hiring a celebrity is a venture that a known fashion brand has every capability of doing. Celebrity endorsement of luxury fashion is understood to be of great importance nowadays since when a celebrity is linked to a specific brand, the concept being created projects to have the approval of an icon, hence creating an image that it is classy; and any consumer who will buy that product will end up being closely similar to that particular icon or role model.The endorsement of luxury brands by icons is undoubtedly a trump card which could be used, if the said asset is efficiently utilized the resulting outcome almost always results to long term benefits like brand loyalty and brand equity. This phenomenon would in the long run produce a higher profitability and an increased brand value (Ukonkwo, 2007).However, it should be remembered that whoever the celebrity endorser the verdict of the consumer concerning their decision to buy or not to buy merchandise would all rest on the quality of the merchandise being sold.If the merchandise does not have anything that would sustain the initial impression created by the celebrity endorsement, like when the merchandise has poor quality or lacks the concept of genuineness then what would happen is that the clientele would no longer patronize the product. In order for a fashion brand to stay on top it has to be more than a symbol of greatness, it also has to be great if it is to withstand the stiff competition in the market.Statement of the ProblemFor the purpose of this research, the study aims to answer this question:What are the international branding st rategies of elite branded products in the United Kingdom?Definition of the Research QuestionElite designer brands are distinguished by their unique innovations which are almost always the first of its kind, their expertise, and their exclusive position in the market.   Elite fashion brands such as Giorgio Armani, Gucci, and the likes have a significant market share due to their clever marketing that allows them to present their merchandise in an attractive â€Å"must have† commodity.To maintain the continuity of   their   operations, famous clothing brands tend to attend to the concept of â€Å"customer focus† instead of concentrating on the idea of a timeless, spaceless and emotionally-charged ideas that fix meanings to intangible personal attributes like freedom, love, or family although these ideas have in their own right a universal functionality; known Fashion brands have the capability to somehow ensure the stability of current fashion trends by exerting co ntrol over consumer valuations.Research ObjectivesFor the purpose of this study, the research aims to:To provide a theoretical foundation of international branding. To provide a theoretical foundation of international branding strategies of elite branded products. To identify the international branding strategies of Giorgio Armani and Gucci. To provide recommendations in order to improve the international branding strategies of Giorgio Armani and Gucci. A Research Proposal on the International Branding Elite branded products try to catch the attention of the public by attempting to sell a dream, which is done by attempting to discern the most common inner desires of the targeted consumer market; once this is done, the brand tries to enlist the services of a highly admired or a highly controversial individual to add effect to the aura or concept being portrayed by the brand.Hiring a celebrity is a venture that a known fashion brand has every capability of doing. Celebrity endorsement of luxury fashion is understood to be of great importance nowadays since when a celebrity is linked to a specific brand, the concept being created projects to have the approval of an icon, hence creating an image that it is classy; and any consumer who will buy that product will end up being closely similar to that particular icon or role model.The endorsement of luxury brands by icons is undoubtedly a trump card which could be used, if the said asset is efficiently utilized the resulting outcome almost always results to long term benefits like brand loyalty and brand equity. This phenomenon would in the long run produce a higher profitability and an increased brand value (Ukonkwo, 2007).However, it should be remembered that whoever the celebrity endorser the verdict of the consumer concerning their decision to buy or not to buy merchandise would all rest on the quality of the merchandise being sold.If the merchandise does not have anything that would sustain the initial impression created by the celebrity endorsement, like when the merchandise has poor quality or lacks the concept of genuineness then what would happen is that the clientele would no longer patronize the product.In order for a fashion brand to stay on top it has to be more than a symbol of greatness, it also has to be great if it is to withstand the stiff competition in the market.Statement of the ProblemFor the purpose of this research, the study aims to answer this question:What are the international branding str ategies of elite branded products in the United Kingdom?Definition of the Research QuestionElite designer brands are distinguished by their unique innovations which are almost always the first of its kind, their expertise, and their exclusive position in the market.   Elite fashion brands such as Giorgio Armani, Gucci, and the likes have a significant market share due to their clever marketing that allows them to present their merchandise in an attractive â€Å"must have† commodity.To maintain the continuity of   their   operations, famous clothing brands tend to attend to the concept of â€Å"customer focus† instead of concentrating on the idea of a timeless, spaceless and emotionally-charged ideas that fix meanings to intangible personal attributes like freedom, love, or family although these ideas have in their own right a universal functionality; known Fashion brands have the capability to somehow ensure the stability of current fashion trends by exerting con trol over consumer valuations.