Essay --

Paper 1 Two psychological theories used for explaining behavior are behaviorism and social learning theory. Although the two both deal with behavior, they focus on slightly unalike components in their efforts to explain why people act the way they do. Behaviorism and social learning theory have convincing sources of support so there is no well-defined response to which one does a superior job at explaining behavior. Behaviorists believe that development is not tied to biologically determined stages. Development results from organization of existing behaviors. There are two categories of learning: classical conditioning and operant conditioning. Classical conditioning focuses on associations linked to involuntary behaviors. Pavlov is the father of modern learning theory. Through his experiment he discovered that an unconditioned stimulus could automatically trigger an involuntary response. For example, a dog was placed in a dark room and a light was turned on. After 30 seconds some food was placed in the dog’s mouth, stimulating the salivation reflex. This procedure was repeated several times- each time the presentation of food was paired with the light. After a while the light, which initially has no relationship to salivation, produced the response itself. The dog has been conditioned to respond to the light. In Pavlov’s terms, the presentation of food was the unconditioned stimul us. The light was a conditioned stimulus; its effect required conditioning. Salivation to the food was called the unconditioned reflex, salivation to the light a conditioned reflex. John Watson was the founder of behaviorism in the Unites States. He extended classical conditioning by accounting for a greater variety of learning. Watson formulated two ... ...avior, some behaviorists believe physical discipline is an operant technique that gains immediate compliance. However, there are other behaviorists who believe that physical discipline does not teach on how to behave. They believe it is better to reward behaviors that are incompatible with the undesired behaviors. Extinction can be a better alternative in some cases. From a social learning theorist perspective, physical discipline is a model of aggressive behavior that the child would observe, learn and use. It could cause long term behavioral problems such as the child might use aggression to resolve conflict in their current or future relationships. It is better to explain to the child what she can do and why so the child internalizes rules. Behaviorists believe in using direct reinforcement. However, social learning theorists believe in vicarious reinforcement.

Case 1

Case Analysis 1: Hightone Electronics, Inc. Identification Information: This case analysis is from chapter 1 of our text book, Operations Management. It is found on page 25 and titled, â€Å"Hightone Electronics, Inc. † Summary of the Facts of the Case: Hightone Electronics, Inc. (HEI) is an electronic components supply company founded over 50 years ago. The company has a reputation for high quality and service. HEI's simple business of supplying radio repair shops with parts has grown to include home delivery, and larger customers such as technical schools, universities, and well-known corporations.The company stocks and sells over 22,000 different items and most customers receive their order within 48 hours. George Gonzales is the operations director for HEI. He has been tasked with making operations management decisions necessary to make HEI a successful Internet-based business. Mr. Gonzales agrees that this is an important step for the future success of the company but bel ieves there is more to solving the problems of the transition to web-based than the board thinks. Case Questions: 1.Explain why operations management is critical to the success of a business. Operations management (OM) is critical to the success of a business for several reasons. OM is responsible for the decision-making and leadership process that creates the product or service the business provides. The role of OM is to take inputs such as, labor, raw materials, and technology, and turn them into finished goods or services. Other functions of the business, such as marketing, are also important. But, without OM, there would not be a product/service to market to consumers. Reid, 2-23) Why would developing an Internet-based business require different operations consideration for HEI? A traditional catalog-order business and an Internet-based catalog-order business would be very similar in general appearance. A transition to web-based ordering though, would require changes. First, the company would need to upgrade its technology. Either through outsourcing or internal servers, the company would need to create a website. The website would need to be able to handle the customer traffic without crashing.Also, the website would need to be user-friendly so as not to frustrate and turn away potential customer. Customer support personnel would need to be trained to guide customers with questions about the website. Second, and more important than the actual website, is coordinating orders so that requested goods are shipped to the proper customer. Each order transaction will not be entered by a person. Therefore, all of the information gathered by the website will need to be converted to orders easily understood by warehouse personnel.Is George Gonzales correct in his assessment that this would not be â€Å"business as usual†? Yes. The core functions of the physical locations of the catalog-order business will remain mostly the same as before. They will receive o rders, and ship out goods. However, the methods of obtaining orders, customer feedback, return orders, special orders, and many other less notable but still necessary functions will change drastically. If done properly, it will most likely streamline the business, but the initial transition will be difficult. . Recall that HEI wishes to continue its reputation of high quality and service. Identify key operations management decisions that need to be considered. * Will we receive more/less orders? * If demand increases, can HEI supply the demand? * If demand decreases, can HEI â€Å"weather the storm† until demand rebounds? * What new personnel will be required? * Can current employees be trained? * Do new, more technically-advanced employees need to be hired? * Can stock be reduced and operations made more lean? * Should stock be increased?How different will these decisions be for the Internet business? The major difference will be that with a lot of the web-based area of the business, work will be handled electronically and not in a physical location. This will eliminate the need for large call centers and central records keeping locations. A few servers could hold all the information once held by an entire department such as sales, accounting, customer service, etc. This also changes the focus from managing many low-skilled employees to fewer moderate-to-high-skilled employees. Case 1 chapter 2 CHARTING A COMPANY’S DIRECTION: VISION AND MISSION, OBJECTIVES, AND STRATEGY McGraw-Hill/Irwin Copyright  © 2013 by The McGraw-Hill Companies, Inc. All rights reserved. LO1 Grasp why it is critical for company managers to have a clear strategic vision of where a company needs to head and why. LO2 Understand the importance of setting both strategic and financial objectives. LO3 Understand why the strategic initiatives taken at various organizational levels must be tightly coordinated to achieve companywide performance targets.LO4 Become aware of what a company must do to achieve operating excellence and to execute its strategy proficiently. LO5 Become aware of the role and responsibility of a company’s board of directors in overseeing the strategic management process. 2-2 What Does the Strategy-Making, Strategy-Executing Process Entail? 1. 2. 3. 4. Developing a strategic vision Setting objectives Crafting a strategy Implementing and executing the chosen strat egy 5. Monitoring developments, evaluating performance, and initiating corrective adjustments 2-3 FIGURE 2. 1 The Strategy-Making, Strategy-Executing Process 2-4 TABLE 2. Factors Shaping Decisions in the Strategy-Making, Strategy-Executing Process Internal Considerations Does the company have an appealing customer value proposition? What are the company’s competitively important resources and capabilities and are they potent enough to produce a sustainable competitive advantage? Does the company have sufficient business and competitive strength to seize market opportunities and nullify external threats? Are the company’s prices and costs competitive with those of key rivals? Is the company competitively stronger or weaker than key rivals? External ConsiderationsDoes sticking with the company’s present strategic course present attractive opportunities for growth and profitability? What kind of competitive forces are industry members facing and are they acting to enhance or weaken the company’s prospects for growth and profitability? What factors are driving industry change and what impact on the company’s prospects will they have? How are industry rivals positioned and what strategic moves are they likely to make next? What are the key factors of future competitive success and does the industry offer good prospects for attractive profits for companies possessing those capabilities? 2-5Factors Shaping Strategic Decisions External Considerations What are the industry’s economic characteristics? How strong are the competitive forces at play? What forces are driving change in the industry? What market positions do rivals occupy and what moves are they likely to make next? What are the key factors for future competitive success? What are the company’s external opportunities? 2-6 Factors Shaping Strategic Decisions Internal Considerations How well is the present strategy working? What are the company’s competiti vely valuable resources, capabilities, and internal weaknesses? Are the company’s prices and costs competitive?Is the company competitively stronger or weaker than key rivals? 2-7 Stage 1: Developing a Strategic Vision, a Mission, and Core Values Strategic Vision Is top management’s views about the firm’s direction and future product-market-customer-technology focus Provides a panoramic view of â€Å"where we are going† Is distinctive and specific to a particular organization Avoids use of innocuous uninspiring language that could apply to most any firm Definitively states how the company’s leaders intend to position the firm beyond where it is today 2-8 Characteristics of Effectively Worded Vision Statements GraphicPaints a picture of the kind of firm that management is trying to create Flexible Is not so focused that it makes it difficult to adjust Feasible Is within the realm of what is possible Directional Is forward looking to change Desirable Indicates why the directional path makes sense Focused Is specific enough to provide guidance in decision making Easy to Communicate Can be explained in simple terms 2-9 TABLE 2. 2 Characteristics of Effectively Worded Vision Statements Paints a picture of the kind of company that management is trying to create and the market position(s) the company is striving to stake out.Is forward looking; describes the strategic course that management has charted and the kinds of product-market-customer-technology changes that will help the company prepare for the future. Is specific enough to provide managers with guidance in making decisions and allocating resources. Is not so focused that it makes it difficult for management to adjust to changing circumstances in markets, customer preferences, or technology. Is within the realm of what the company can reasonably expect to achieve. Indicates why the directional path makes good business sense.Is explainable in 5 to 10 minutes and, ideally, ca n be reduced to a simple, memorable â€Å"slogan† Graphic Directional Focused Flexible Feasible Desirable Easy to communicate 2-10 TABLE 2. 3 Common Shortcomings in Company Vision Statements Short on specifics about where the company is headed or what the company is doing to prepare for the future. Doesn’t indicate whether or how management intends to alter the company’s current product-market-customer-technology focus. So all-inclusive that the company could head in most any direction, pursue most any opportunity, or enter most any business.Lacks the power to motivate company personnel or inspire shareholder confidence about the company’s direction. Provides no unique company identity; could apply to firms in any of several industries (including rivals operating in the same market arena). Doesn’t say anything specific about the company’s strategic course beyond the pursuit of such distinctions as being a recognized leader, a global or world wide leader, or the first choice of customers. Vague or incomplete Not forward looking Too broad Bland or uninspiring Not distinctive Too reliant on superlatives 2-11Concepts and Connections 2. 1 Examples of Strategic Visions—How Well Do They Measure Up? 2-12 Concepts and Connections 2. 1 Examples of Strategic Visions—How Well Do They Measure Up? 2-13 Examples of Vision Statements To be the global leader in customer value. Provide a global trading platform where practically anyone can trade practically anything. Red Hat To extend our position as the most trusted Linux and open source provider through a complete range of enterprise software, a powerful Internet platform, and associated support and services. 2-14 Core Concept Strategic Inflection PointsA change in vision is required when it becomes evident to management that the industry has changed in a significant way that renders the company’s current vision obsolete. 2-15 The Importance of Communicating the St rategic Vision An engaging, inspirational vision Challenges and motivates the workforce Articulates a compelling case for â€Å"where we are going and why† Evokes positive support and excitement Arouses a committed organizational effort to move in a common direction 2-16 Expressing the Essence of the Vision in a Slogan Nike To bring innovation and inspiration to every athlete in the world The Mayo ClinicThe best care to every patient every day Greenpeace To halt environmental abuse and promote environmental solutions. 2-17 Why a Sound, Well-Communicated Strategic Vision Matters 1. It crystallizes senior executives’ own views about the firm’s long-term direction. 2. It reduces the risk of rudderless decision making by management at all levels. 3. It is a tool for winning the support of employees to help make the vision a reality. 4. It provides a beacon for lower-level managers in forming departmental missions. 5. It helps an organization prepare for the future. 2-18 Strategic Vision versus Mission StatementA strategic vision concerns a firm’s future business path—â€Å"where we are going† Markets to be pursued Future product/ market/customer/ technology focus The mission statement of a firm focuses on its present business purpose—â€Å"who we are and what we do† Current product and service offerings Customer needs being served 2-19 Developing a Company Mission Statement Ideally, a company mission statement is sufficiently descriptive to: Identify the company’s products or services. Specify the buyer needs it seeks to satisfy. Specify the customer groups or markets it is endeavoring to serve.Specify its approach to pleasing customers. Give the company its own identity. 2-20 Example of a Mission Statement The mission of Trader Joe’s is to give our customers the best food and beverage values that they can find anywhere and to provide them with the information required for informed buying decisi ons. We provide these with a dedication to the highest quality of customer satisfaction delivered with a sense of warmth, friendliness, fun, individual pride, and company spirit. 2-21 Examples of Mission Statements To help people and businesses throughout the world realize their full potential.To organize the world’s information and make it universally accessible and useful. 2-22 Strategic Mission, Vision, and Profit Firms sometimes state that their mission is to simply earn a profit. Profit is the obvious intent of every commercial enterprise. Profit is not â€Å"who we are and what we do. † Profit is more correctly an objective and a result of what a firm does. 2-23 Linking the Strategic Vision and Mission with Company Values CORE CONCEPT A firm’s values are the beliefs, traits, and behavioral norms that the firm’s personnel are expected to display in conducting the firm’s business and pursuing its strategic vision and mission. -24 CONCEPTS & CON NECTIONS 2. 2 ZAPPOS MISSION AND CORE VALUES Deliver Wow through Service Embrace and Drive Change Create Fun and a Little Weirdness Be Adventurous, Creative, and Open Minded Pursue Growth and Learning Build Open and Honest Relationships with Communication Build a Positive Team and Family Spirit Do More with Less Be Passionate and Determined Be Humble 2-25 Stage 2: Setting Objectives Why set objectives? To convert the strategic vision into specific performance targets To create yardsticks to track progress and measure performance Objectives should:Be well-stated (clearly worded) Be challenging, yet achievable in order to stretch the organization to perform at its full potential Be quantifiable (measurable) Contain a specific deadline for achievement 2-26 Core Concept Objectives are an organization’s performance targets—the results management wants to achieve. 2-27 Stage 2: Setting Objectives (cont’d) What Kinds of Objectives to Set Financial objectives Communicat e management’s targets for financial performance Are lagging indicators that reflect the results of past decisions and organizational activities Relate to revenue growth, profitability, and return on investment -28 Stage 2: Setting Objectives (cont’d) What Kinds of Objectives to Set Strategic objectives Are related to a firm’s marketing standing and competitive vitality Are leading indicators of a firm’s future financial performance and business prospects. If achieved, indicate that a firm’s future financial performance will be better than its current or past performance. 2-29 Core Concept The balanced scorecard is a widely used method for combining the use of both strategic and financial objectives, tracking their achievement, and giving management a more complete and balanced view of how well an organization is performing. -30 TABLE 2. 4 The Balanced Scorecard Approach to Performance Measurement Strategic Objectives †¢ Winning an x percent m arket share †¢ Achieving customer satisfaction rates of x percent †¢ †¢ †¢ †¢ Increase percentage of sales coming from new products to x percent Financial Objectives †¢ An x percent increase in annual revenues †¢ Annual increases in earnings per share of x percent †¢ An x percent return on capital employed (ROCE) or shareholder investment (ROE) †¢ Bond and credit ratings of x †¢ Internal cash flows of x to fund new capital investment †¢ Improve information systems capabilities to give frontline managers Achieving a customer defect information in retention rate of x percent x minutes Acquire x number of new †¢ Improve teamwork by customers increasing the number of Introduction of x number projects involving more of new products in the than one business unit next three years to x Reduce product development times to x months 2-31 Examples of Financial ObjectivesX% increase in annual revenues X% increase annually in after-tax p rofits Profit margins of X% X% return on capital employed (ROCE) Sufficient internal cash flows to fund 100% of new capital investment 2-32 Examples of Strategic Objectives Winning an X% market share Achieving a customer retention rate of X% Acquire X number of new customers Reduce product defects to X% Introduction of X number of new products in the next three years Increase employee training to X hours/year Reduce turnover to X% per year 2-33 Examples of Company ObjectivesGeneral Motors Reduce the percentage of automobiles using internal combustion engines through the development of hybrids, range-extended electric vehicles, and hydrogen fuel cell electric engines. Reduce automotive structural costs to benchmark levels of 23% of revenue by 2012 from 34% in 2005. Reduce annual U. S. labor costs by an additional $5 billion by 2011. 2-34 Examples of Company Objectives The Home Depot Be the number one destination for professional contractors. Improve in-stock positions so customers ca n find and buy exactly what they need.Deliver differentiated customer service and the know-how that our customers have come to expect. Repurchase $22. 5 billion of outstanding shares during 2008. Open 55 new stores with 5 store relocations in 2008. 2-35 Short-Term and Long-Term Objectives Short-Term Objectives Targets to be achieved soon Milestones or stair steps for reaching long-range performance Long-Term Objectives Targets to be achieved within 3 to 5 years 2-36 The Need for Objectives at All Organizational Levels Objectives Are Needed at All Levels 1. Set business-level objectives 2.Establish functional-area objectives 3. Set operating-level objectives last Long-term objectives take precedence over short-term objectives 2-37 Stage 3: Crafting a Strategy Crafting a strategy means asking: How to attract and please customers How to compete against rivals How to position the firm in the marketplace and capitalize on attractive opportunities to grow the business How best to respond to changing economic and market conditions How to manage each functional piece of the business How to achieve the firm’s performance targets 2-38A Firm’s Strategy-Making Hierarchy A firm’s strategy is a collection of initiatives undertaken by managers at all levels in the organizational hierarchy Crafting strategy is a collaborative effort that: Involves managers from various levels of the organization Is rarely something only highlevel executives engage in Requires choosing among the various strategic alternatives 2-39 Concept to Action In most firms, crafting strategy is a collaborative team effort that includes managers in various positions and at various organizational levels.Crafting strategy is rarely something only highlevel executives do. 2-40 Concept to Action Corporate strategy establishes an overall game plan for managing a set of businesses in a diversified, multibusiness firm. Business strategy is primarily concerned with strengthening the firm†™s market position and building competitive advantage in a single business company or a single business unit of a diversified multibusiness corporation. 2-41 FIGURE 2. 2 A Company’s Strategy-Making Hierarchy 2-42 Corporate Strategy versus Business StrategyCorporate strategy is orchestrated by the CEO and other senior executives and establishes an overall game plan for managing a set of businesses in a diversified, multibusiness company. Business strategy is primarily concerned with building competitive advantage in a single business unit of a diversified company or strengthening the market position of a nondiversified single business company. 2-43 The Strategy-Making Hierarchy Corporate strategy †¢ Is orchestrated by the CEO and other senior executives and establishes an overall game plan for managing a set of businesses in a diversified, multibusiness company. Addresses the questions of how to capture cross-business synergies, what businesses to hold or divest, which new markets to enter, and how to best enter new markets—by acquisition, creation of a strategic alliance, or through internal development. Business strategy Functional-area strategies †¢ Is primarily concerned with building competitive advantage in a single business unit of a diversified company or strengthening the market position of a nondiversified single business company. Are concerned with the strategies specifically related to particular functions or processes within a business (marketing strategy, production strategy, finance strategy, customer service strategy, product development strategy, and human resources strategy). †¢ Are relatively narrow strategic initiatives and approaches of limited scope for managing key operating units (plants, distribution centers, geographic units) and specific operating activities such as materials purchasing or Internet sales. 2-44 Operating strategies Stage 4: Implementing and Executing the Chosen StrategyManaging the strate gy execution process involves: Staffing the organization to provide needed skills and expertise. Allocating ample resources to activities critical to good strategy execution. Ensuring that policies and procedures facilitate rather than impede effective execution. Installing information and operating systems that enable personnel to perform essential activities. 2-45 Stage 4: Implementing and Executing the Chosen Strategy (con’d) Managing the strategy execution process involves: Pushing for continuous improvement in how value chain activities are performed.Tying rewards and incentives directly to the achievement of performance objectives. Creating a company culture and work climate conducive to successful strategy execution. Exerting the internal leadership needed to propel implementation forward. 2-46 Stage 5: Evaluating Performance and Initiating Corrective Adjustments Triggering change as needed: Monitoring new external developments Evaluating the firm’s progress Mak ing corrective adjustments Managing strategy is an ongoing process, not an every-now-and-then task A firm’s vision, objectives, strategy, and approach to strategy execution are never final -47 Corporate Governance: The Role of the Board Of Directors The Role of the Board Of Directors in the StrategyMaking, Strategy-Executing Process: 1. Oversee the firm’s financial accounting and reporting practices. 2. Diligently critique and oversee the company’s direction, strategy, and business approaches. 3. Evaluate the caliber of senior executives’ strategy-making and strategy-executing skills. 4. Institute a compensation plan for top executives that rewards them for actions and results that serve shareholder interests. 2-48 Strong Boards Lead to Good Corporate GovernanceA Strong, Independent Board of Directors: Is well informed about the company’s performance Guides and judges the CEO and other top executives Has the courage to curb management actions it be lieves are inappropriate or unduly risky Certifies to shareholders that the CEO is doing what the board expects Provides insight and advice to management Is intensely involved in debating the pros and cons of key decisions and actions 2-49 Leading the Strategic Management Process The Strategic Management Process calls for six managerial actions: 1.Making sure the company has a good strategic plan 2. Stay on top of what is happening (MBWA) 3. Putting constructive pressure on organizational units to achieve good results 2-50 Leading the Strategic Management Process (cont’d) The Strategic Management Process calls for six managerial actions: 4. Pushing corrective actions to improve both the firm’s strategy and how well it is being executed 5. Leading the development of better competitive capabilities 6. Displaying ethical integrity and leading social responsibility initiatives 2-51 Making Sure a Firm Has a Good Strategic PlanResponsibility of CEO Effectively communicate th e vision, objectives, and major strategy components Exercise due diligence in reviewing lower-level strategies for consistency with higher-level strategies 2-52 Staying on Top of How Well Things Are Going Stay connected to the field by managing by walking around (MBWA) Insist that top managers spend time in the trenches to exchange information and ideas through face-to-face contact with employees Prevent overly abstract thinking and getting disconnected with reality of what’s happening 2-53Pushing for Good Results and Operating Excellence Fosters a results–oriented, high-performance culture Treat employees with dignity and respect Encourage employees to use initiative and creativity in performing their work Set stretch objectives and clearly communicate expectations Focus attention on continuous improvement Reward high performance Celebrate successes 2-54 Initiating Corrective Actions to Improve Strategy and Execution The leadership challenge of making corrective adjus tments is twofold: Deciding when adjustments are needed Deciding what adjustments to makeLeader’s responsibility is to step forward and push corrective actions 2-55 Leading Social Responsibility The strength of management commitment determines whether a company will implement and execute a full-fledged strategy of social responsibility that: That protects the environment Actively participates in community affairs Supports charitable causes Supports workforce diversity and the overall well-being of employees 2-56 Displaying Ethical Integrity The CEO and other senior executives must set an excellent example in their own ethical behavior.Top management must declare unequivocal support of the company’s ethical code. Top management must be prepared to act swiftly and decisively in punishing ethical misconduct. 2-57 Leading the Development of Better Competitive Capabilities Lead efforts to strengthen existing competitive capabilities Anticipate changes in customer-market req uirements Proactively build new competencies and capabilities that hold promise for building an enduring competitive edge 2-58

Ethical Egoism and Capitalism Essay

Ethical egoism, in general, is suggestive that every individual would act according to his or her own interests. According to the proponents of ethical egoism, every individual or any group will always be pushed to promote one’s own personal interests regardless of how others would view their decisions. However, a personal interest is viewed as a long-term commitment based on the ideas presented by the proponents of ethical egoism. Here, personal interest does not only cover the basic wants of an individual, but rather the needs of an individual which will benefit the individual or the groups for a longer period (â€Å"Ethical Egoism,† 2007). On the other hand, capitalism is an economic worldview that promotes the accumulation of capital for a long-term period. Capitalism as an economic thought is largely individualistic, and is most of the time focused on the individual who plays as the main player in all capitalist endeavors. As such, the proponents of capitalism greatly believe that every individual or group of individuals is always in pursuit of attaining their goals and interests (Hooker, 1996). Ethical egoism and capitalism, though are two different world perspectives have a distinct connection. In some ways, ethical egoism has widely influenced the growth and the process at which capitalism works. Both ideas are centered on pursuing and fulfilling the individual’s personal interests. And as such, the tenets of ethical egoism have become one of the most motivating factors in the capitalist world. Epicurus had his own idea involving ethical egoism. Epicurus defined self interest based on the pleasure that fulfillment of such self-interest can give. According to Epicurus, pleasure is only attained whenever the idea of pain is quickly vanquished. Hence, one must be ultimately with his or herself in order to become happy and fulfilled. And as such, he added that to live in a pleasant way, individuals must adjust to life in a prudent and honest way (Epicurus, 2002, 278). In accordance to this, Epicurus also added that individuals, while fulfilling their needs and self-interests must also learn to become self sufficient, stable and not reliant on chances, and must be complete (â€Å"Ethical Egoism,† 2007). These characteristics suggest that an individual, while being self sufficient, must only focus on the immediate and basic needs rather than giving up to the pleasures and unnecessary wants. As such, if people have become lured to unneeded pleasure, their desires will not be fulfilled and satiated, and will only cause pain and discontent amongst the people. While Epicurus suggested that the ultimate test for pleasure is the elimination of all causes of pain, he also concluded that reason and virtue are two of the most important factors in attaining happiness. As such, rational choices must be made in order to be fulfilled. Any wrong and irrational choice committed will cause discontent and unrest to the people, thus should be avoided (Younkins, â€Å"Epicurus on Freedom and Happiness,† 2007) Capitalism, on the other hand, is also founded on almost the same tenets. Capitalism is also geared towards achieving fulfillment which can be attained through the accumulation of capital goods, which capitalist entrepreneurs desire. Like how each tenet of ethical egoism is defined, the proponents of capitalism also strongly believe that a capitalist is always in search of satisfaction and fulfillment, which can only be achieved if his or her self-interests are being quenched. Like ethical egoists, capitalists are also focused on the attainment of individual satisfaction. And as such, every single capitalist puts a lot of effort into giving an assurance that each of his own capitalist endeavors is being realized and put into effect. Profit, as the main goal of the capitalists, is the counterpart of â€Å"pleasure† for an ethical egoist. While in ethical egoism, pleasure is only attained by eliminating sources of pain and discontent, profit is being considered as the main source of motivation and happiness for capitalists. In this light, profit is obtained by capitalists through the sheer use of intellect, competitive skills, and thorough reasoning in order to equip themselves in a tough competition among other and fellow capitalists. In addition to this, another character that links capitalism with ethical egoism, is the distinctive pursuit of morality behind the two ideologies. While ethical egoism greatly regards moral and righteousness for the attainment of their goals, in the capitalist perspective, capitalism is an avenue wherein moral is an imperative towards the creation of social system that will help realize the goals of a capitalist. Capitalism, hence is a system that encourages the practice of enhancing self-determination and giving priority to moral agencies for the system to function well (Younkins, 2007). Capitalism is also based establishing a rigid set of moral values. Capitalism is a system that operates on a strictly governed set of institutions that ensures that each move and actions are always watched. And in order to maintain the balance amongst the players in the system, every action made can be open to reward or sanctions. In addition to this, self-interests within a capitalist system are attained by valuing the balance between the needs and material gains. And as such, every value system and social norms are always honored in within the capitalist arena (Cilliers, 2008, pp. 30-31). In a way, the quench for self-interest and pursuit for material wealth are always related within the economic system. Pursuing any kind of self-interest and wishing to attain material wealth are always tied to the economic order, and such, the goal and the means must be properly coordinated. The capitalist system works in hand with the ideals of the ethical egoism in such a way that, both ideologies will suggest that in any kind of self-interest, one must always be able to determine the more prioritized aspect of the individual’s well-being. In both the underlying tenets in capitalism and ethical egoism, self-interest plays a huge role. Both of the ideologies suggest that, self-interest is one thing that should always be satiated by any individual. Failure to attain this will make human beings discontented for their lives, and such will always push to gain more. While in ethical egoism, the individual’s pursuit is directed towards eliminating his or her source of pain in order to attain pleasure; in capitalism, the individual’s self-interest is directed in gaining profit which he or she can attain by eliminating competition or by triumphantly overcoming any kind of competition that comes in his or her way. However, there are certain limitations that must be taken consideration in this pursuit of either self-interest or profit. As stated in ethical egoism, an individual must know how to control his or her pleasures. The excess of wanting too much material wealth will eventually establish discontent, unhappiness and pain on the individual. This goes the same in capitalism – every individual must learn how to control his or pursuit of gaining more profit that how it is supposed to work. If an individual or the whole society believes that they deserve more than what is rightful for them, the society will be in chaos. And as such, the people will become rather more dissatisfied, and order will be more oblivious to the minds of the people. The parallelism of the tenets between ethical egoism and capitalism shows the distinct comparison and similarity of the ideas contributing to both ideologies, with self-interest at the core of ethical egoism and capitalism. In essence, self-interest is what drives both ethical egoism and capitalist to achieve its purpose. Ethical egoism shares its influence with capitalism in such a way that ethical egoism shows that there is something that an individual wishes to attain. Alongside these wants and needs, an individual is ought to follow certain measures in order to fulfill his or purpose. And most importantly, there should always be limits to what an individual should wish to have. Excessively wanting something, in within either the tenets of ethical egoism and capitalism, will always be detrimental to the status of every individual or in any society. References Cilliers, J. (2008). Global Capitalism – Local Values. St. Gallen Symposium. Switzerland: University of St. Gallen. Epicurus. â€Å"Principle Doctrines. † Classics of Political and Moral Philosophy. Ed. Steven M. Cahn. New York: Oxford University Press, 2002. â€Å"Ethical Egoism. † (2007). Center for Ethical Deliberation. Retrieved October 2, 2008, from http://www. mcb. unco. edu/ced/perspectives/egoism. cfm Hooker, R. (1996). Capitalism. The European Enlightenment. Retrieved October 2, 2008, from http://www. wsu. edu/~dee/GLOSSARY/CAPITAL. HTM Younkins, E. W. (2007). Epicurus on Freedom and Happiness. La Quebecois Libre. Retrieved October 2, 2008, from http://www. quebecoislibre. org/07/071111-4. htm Younkins, E. W. (2007). Capitalism: The Only Moral Social System. La Quebecois Libre. Retrieved October 3, 2008, from http://www. quebecoislibre. org/07/071111-4. htm

Cognitive Behavioral

Cognitive Behavioral ers, it can be generally summarized that these factors have become integrally important for the needs of the contemporary applied psychology. However, another group of no less authoritative psychological luminaries fervently support the idea that the concepts of the case formulation and case evaluation are the issues which will determine the entire subsequent evolutional development of this field of contemporary psychology. With regard to the establishment of the private practice, the importance of these concepts should never be underestimated due to the following facts. First and foremost, despite all the criticism, the process of case formulation is indeed the most effective technique utilized for the determination of the diagnosis of the patient and the identification of these major deviations that should be subjected to the subsequent treatment. Moreover, in this context is should be additionally highlighted that the process of case formulation can be used for the needs of experience encapsulation. Since the individual cases and the ways the ailments of those cases were treated are summarized and collected in one study, the mentioned encapsulation can be used for the needs of the subsequent practice. The Role of the Therapist Therapist is known to be the individual specialist who eradicates various ailments diagnosed among the patients. The role played by him/her individually is immensely important for the needs of the contemporary medical practice in general and the proliferation of the CBT therapy in particular, since he/she is the major linking chain between the theory and the practice. Moreover, the concept of evaluation techniques is no less important, since this technique is also among the most contributive primarily due to the fact that since the methods of the disorders evaluation are gradually accumulated, processes and the inferences thereof are always made, more complicated cases that will be encountered in future will be diagnosed and cured with ease. Besides, this theory really facilitates the practicing community to identify the sources of distorted or dysfunctional way of thinking which are reviewed as the most fundamental grounds for the majority of the contemporary psychological disorders. The Importance of Assessment within the CBT Practice However effective the cognitive behavioral therapy may be, before the efficacy is proven for the international medical scholarly and practicing communities, the tactics and their efficiency should be independently tested. Alongside with the healing techniques, diagnosis formulation and effective patient treatment, the determination of the CBT efficiency with recourse to the assessment methods is becoming increasing important. It is a widely accepted fact that the methods of case formulation and case evaluation are among the most effective toolkits which are utilized to archive the practice of the practicing community. In this context, it should be accentuated that the practicing community always recourse to the above discussed methods. The methods of case formulation and case evaluation are ubiquitously reported to be among the most widely applied methods of data interchange among the psychologists and psychiatrists. These tools really help to accumulate, archive and effectively transmit information which relates to the negative automatic thoughts, which are regarded by the international scholarly community as one of the major sources of the mentally-related disorders and ailments, negative behavior and demeanor and somatic reactions of the patients and clients. More importantly, the discussed techniques are considered as being vitally important for the needs of formulation and concretization of the working hypothesis in each individual case of the detected deviations or dysfunctions of a patient or a client. The blueprint scheme is always completed on the basis of these assumptions and the theoretical inferences and practical evidences obtained as a result of the processes relating to the formulation and evaluation are necessarily applied within the course of the subsequent treatment of the targeted patients. As far as the treatments of the anxiety, panic disorder or depression are concerned, several specific important assumptions should be stressed. First and foremost, conventional algorithms of the problem formulation and evaluation, discussed in the previous abstracts are to be followed. In other words, it is integrally important for the needs of successful ailment detection and subsequent treatment that the problem is to systematically analyze and process in full accordance with the procedures of the cognitive theory model. The treatment of the most common panic disorders is peculiar in contrast to the rest of the frequently encountered disorders. First and foremost, the panic disorders treatment involves a multiple set of sedative and appeasement techniques designed to stabilize the state of the patient and to make him susceptible to the subsequent treatment.

Definition and Examples of Grimms Law

Definition and Examples of Grimm's Law Grimms Law is a statement of the relationship between certain consonants in Germanic languages and their originals in Indo-European  [IE]. Also known as the  Germanic Consonant Shift, First Consonant Shift, First Germanic Sound Shift, and Rasks Rule. The basic principle of Grimms law was discovered early in the 19th century by Danish scholar Rasmus Rask, and soon afterward it was described in detail by German philologist Jacob Grimm. According to Millward and Hayes, Beginning sometime in the first millennium B.C. and perhaps continuing over several centuries, all the Indo-European stops underwent a complete transformation in Germanic (A Biography of the English Language, 2012).  In general, says Tom McArthur, Grimms Law holds that unvoiced IE stops became Germanic unvoiced continuants, that voiced IE stops became Germanic unvoiced stops, and that unvoiced IE continuants became Germanic voiced stops (Concise Oxford Companion to the English Language, 2005). Examples and Observations Rasks and Grimms work . . . succeeded in establishing once and for all that the Germanic languages are indeed part of Indo-European. Secondly, it did so by providing a brilliant account of the differences between Germanic and the classical languages in terms of a set of amazingly systematic sound changes.  (H. H. Hock and B. D. Joseph, Language History, Language Change, and Language Relationship. Walter de Gruyter, 1996) A Chain Reaction Grimms Law can be considered a chain reaction: aspirated voice stops become regular voiced stops, voiced stops, in turn, become voiceless stops, and voiceless stops become fricatives...Examples of this change taking place at the beginning of words are provided [below]. . . . Sanskrit is the first form given (except for kanah which is Old Persian), Latin the second, and English the third. It is important to remember that the change takes place only once in a word: dhwer corresponds to door but the latter does not change to toor: Thus, Grimms Law distinguishes Germanic languages from languages such as Latin and Greek and modern Romance languages such as French and Spanish. . . . The change probably took place a little over 2,000 years ago.  (Elly van Gelderen, A History of the English Language. John Benjamins, 2006) bhrater-frater-brotherdhwer-foris-doorghordho-hortus-yard (Old English geard)pitr-pater-fathertu-tu-thoukrnga-cornu-hornkanab-cannabis-hemp (Old English henep)danta-dentis-toothjna-gnoscere-know/ken F or V? Grimms Law . . . explains why Germanic languages have f where other Indo-European languages have p. Compare English father, German vater (where v is pronounced f), Norwegian far, with Latin pater, French  pà ¨re, Italian padre, Sanskrit pita.  (Simon Horobin,  How English Became English. Oxford University Press, 2016) A Sequence of Changes It remains unclear whether Grimms Law was in any sense a unitary natural sound change or a series of changes that need not have occurred together. It is true that no sound change can be shown to have occurred between any of the components of Grimms Law, but since Grimms Law was among the earliest Germanic sound changes, and since the other early changes that involved single non-laryngeal obstruents affected only the place of articulation and rounding of dorsals ... that could be an accident. In any case, Grimms Law is most naturally presented as a sequence of changes that counterfed each other.​  (Donald Ringe, A Linguistic History of English: From Proto-Indo-European to Proto-Germanic. Oxford University Press, 2006)

Daily Writing Tips Vocabulary Test 1

Daily Writing Tips Vocabulary Test 1 Daily Writing Tips Vocabulary Test 1 Daily Writing Tips Vocabulary Test 1 By Daniel Scocco I am glad to finally release the first test on this blog, the DWT Vocabulary Test 1. The idea of creating tests and quizzes was bouncing in my head for some time already. Such resources add interactivity to the content, and they integrate perfectly with the topics we already cover routinely. The vocabulary tests will be based on the Word of the Day category. Every 20 posts on that category a new test will be released. Feel free to post a comment below with your score. Well also have spelling and grammar tests soon, so stay tuned! Want to improve your English in five minutes a day? Get a subscription and start receiving our writing tips and exercises daily! Keep learning! Browse the General category, check our popular posts, or choose a related post below:36 Adjectives Describing LightWhen to Form a Plural with an ApostropheHow to Style Titles of Print and Online Publications

Environmental Economics Essay Example | Topics and Well Written Essays - 1000 words - 4

Environmental Economics - Essay Example This paper compares Command-and-Control and Economic Incentive approaches. "Command and control" regulations focus on preventing environmental problems by specifying how a company will manage a pollution-generating process† (Stuart) In this type of approach to regulation of pollution, the companies which are responsible for pollution should take necessary precautions to prevent the environment pollution due to their activities. For example, industrial units mostly produce lot of toxic gases and solid wastes which generally they disposed to the land or sea improperly. Waste treatment plants are made compulsory with every industrial unit by implementing "Command and control" regulations. Command and control approaches were effective up to certain extent to reduce the industrial pollution. Periodical inspections from the governmental agencies forced the industrial units to keep tight control over the polluted materials it generated. Economic incentive approach is the way of controlling environmental pollution by offering economic incentives. In this approach, those who take effective measures to control environmental pollution will be rewarded and strict penalties will be enforced for those who destroy the environment. Pigovian Taxes, emission fees, abatement subsidies and tradable permit system are some of the common methods taken in the Economic incentive approach. Pigovian Taxes is a kind of special tax that is  often levied on companies that pollute the environment or create excess social costs, called negative externalities,  through  business practices. In a true market economy, a Pigovian tax  is the most efficient and effective  way to correct negative  externalities (Pigovian Tax) The main objective of this tax is to incorporate the social cost of the environment problems caused by the polluter. Thus the polluters will be forced to control their polluting activities because of the fear of the heavy Pigovian