Symposium De Virtual essays

Symposium De Virtual essays Webster defines cyberspace to be the online world of computer networks, which only makes you believe that Webster has no clue what its talking about. Yes, it is a large network, but it is oh so much more. It has its problems such as cyber crime, hacking, invasion of privacy and other things that need regulations, but the main grandeur of the Internet, is spectacular. My Point of view differs from any I know, which makes cyberspace the concept of concepts. If a survey were being done on how people experience cyberspace, you would immediately notice that no two answers would be the same. Experiencing cyberspace is something that is different for every person. I myself, experience cyberspace psychologically, I experience it in my mind. There have been many attempts at trying to define the complex term, but up to date, no one has pinned the tail on the donkey. There cannot be one solid definition for a word that possesses so many meanings. I personally associate the word cyberspace with the idea of being able to travel to distant places without ever leaving my chair (which I rarely do). Obviously, I know that there is no way of visiting different places or countries using my home computer, but in my mind, when I see the location that I am connected to, it feel as though a part of me is there. The best part is that I can switch from place to place without having to walk a single inch of land. I dont feel a sense of distance or location, e xcept when it takes a long time to connect to a host. When I travel from place to place (site to site), I dont cover any known physical distances, but instead I cover visual distance. Just as many people do, I refer to the places that I visit as virtual worlds. I like calling them this because I never actually get to see the reality of the "world". I only get to see it electronically and digitally. The feeling that I experience while in cy ...

Definition and Examples of Media in Communications

Definition and Examples of Media in Communications In the communication process, a medium is a channel or system of communication- the means by which  information (the message) is transmitted  between a speaker or writer (the sender) and an audience (the receiver). The plural form is  media, and its also known as a channel. The medium used to send a message may range from an individuals voice, writing, clothing, and body language to forms of mass communication such as newspapers, television, and the internet. Communication Media Changes Over Time Before the printing press, mass communication didnt exist, as books were hand-written and literacy wasnt widespread throughout all social classes. The invention of moveable type was a major communication innovation for the world. Author Paula S. Tompkins sums up the history of communication and change thusly: When a communication medium changes, our practices  and  experiences of communication also change. The technology of writing liberated human communication from the medium of face-to-face (f2f) interaction. This  change affected both the process and  experience of communication, as persons no longer needed to be physically present to communicate with one another. The technology of the printing press further promoted the medium of writing by  mechanizing the creation and distribution of the written word. This began the new communication form of mass communication in pamphlets, newspapers, and cheap books, in contrast to the medium of handwritten documents and books.  Most recently, the medium of digital technology  is again changing the process and experience of human communication.(Practicing Communication Ethics: Development, Discernment, and Decision-Making. Routledge, 2016) Television mass media used to distill the news into a nightly news hour. With the advent of 24-hour news channels on cable, people could check in hourly or at any point in the hour to find out the latest news. Now, with social media platforms and the ubiquitous smartphones in our pockets, we can check news and happenings- or be alerted of them- constantly throughout the day. This puts a lot more news up front just because its the most recent. News outlets and channels looking for peoples eyeballs on their content (and advertisers) have a lot of pressure to keep those updates coming to peoples feeds. The outrageous, shocking, and easily digestible gets shared more widely than something thats complex and nuanced. Something short gets read more widely than something long. Authors James W. Chesebro and Dale A. Bertelsen noted how modern messaging seems a lot more like marketing than discourse, and their observation has only been amplified with the advent of social media: [A] significant shift in the nature of communication has been reported for several decades. Increasingly, it has been noted that a shift from a content orientation- with its emphasis on the ideational or substantive dimension of  discourse- to a concern for form or  medium- with an emphasis on image, strategy, and patterns of discourse- has been identified as a central feature of the information age. (Analyzing Media: Communication Technologies as Symbolic and Cognitive Systems. Guilford Press, 1996) Is the Medium the Message? If the medium through which information is delivered via affects what people get out of it, that could have big implications for today. As people move away from the in-depth coverage of an issue they can receive in print media to getting more information from social media, they consume increasing amounts of their information in soundbites, shared snippets of news that may be slanted (or fake, i.e., completely invented with no basis in fact), or inaccurate. In the modern age of people will remember it if you repeat it often enough- it doesnt matter if its true, it takes deeper dives into the information by message receivers to find out the real story and any hidden motives behind the headlines. If the medium doesnt equate with the message, its still true that different formats carry different versions of the same story, such as in depth of information or in emphasis.

Criticizing Augustine's Account of Natural and Moral Evil Essay

Criticizing Augustine's Account of Natural and Moral Evil - Essay Example A number of mortals will be saved by the love and compassion of God, and others will be denounced to endless suffering. Ultimately, the justice and goodness of God are expressed. After reading the City of God, particularly Books XI-XIV, I came to oppose Augustine’s explanation of the roots and of the ultimate nature of moral evil. It is argued that the concept of temporarily faultless entities intentionally giving in to sin is meaningless and paradoxical. A genuinely faultless entity, albeit free to commit transgressions, would ideally or, in truth, never commit even one sin. To point the root of evil to the intentional wrongdoing of a faultless entity is hence to claim the ultimate irony that evil has shaped itself out of nothing. Moreover, there seems to be a dissonance between this theological account and the canon of predestination of Augustine, which effectively creates the root of moral evil within the liability and intention of God. The canon of Augustine talks about th e descending of angels. Augustine introduced the notion of Natural and Moral evil. The former are the occurrences that resemble evil, like war, flood, earthquakes, etc. They resemble evil because human beings are ruled by selfishness, have an imperfect consciousness and understanding and are not capable of discerning the ‘grand purpose’ of the unraveling play of God. Hence, when seen in the point of view of God’s grand purpose, natural evils cease to appear evil in any way. In contrast, moral evil is the outcome of human action and will. These are the blameworthy outcomes of a resolve that has become tied to mundane or inferior principles and activities, viewing them as though they were greater. Basically, moral evil is the deviation of the will from God and relating itself to lower principles as though they were greater. My purpose in this paper is to argue against Augustine’s account of the Natural evil and Moral evil or, more particularly, the problem o f evil. The Flaws of Augustine’s Natural Evil and Moral Evil I mostly disagree to the notion that God granted good being the liberty to commit sin. If a creature is faultless in its righteousness it would in no way commit any transgression even though it is free to do so. Evil would therefore have to form itself out of nothing, which is absurd. Nevertheless, it is not logical that moral faultlessness essentially involves indisputability. Moreover, Augustine’s dispute of the Manichean’s notion of the human soul as Light’s divided component would eradicate the vital difference between the maker and the created (Jones 1969). In addition, it would weaken the responsibility of human beings for the perpetration of sin. The argument of Augustine, by eliminating the essence of Satan as a contributory factor, makes all the arguments of the Manicheans illogical (Jones 1969). Similar to all excellent critiques Augustine prevails by eliminating the core principle tha t the argument of the Manicheans is rooted in: â€Å"God, being supremely real, is supremely good. God’s creatures, being in varying degrees less real than God, are in corresponding degrees less good. Their so-called evil is simply the absence of goodness and reality; it is the inevitable consequence of their status as creature† (Jones 1969, 95). Moreover, Natural evil is the outcome of human weaknesses, more particularly, human beings’

3rd Party Logistics Essay Example | Topics and Well Written Essays - 750 words

3rd Party Logistics - Essay Example Customer Adapter: they deal with small clients by offering all logistics functions to their clients at their request and help to improve those services without introducing new services (Dimitris, 2012). 3PL integrate with customers to provide one or more logistic related functions such as warehousing, transportation, packaging, distribution, etc. 4PL firms use the services of 3PL to offer complete supply chain solutions to other firms basing its performance on technologies, accumulation of resources and managerial capacity (Coyle et al., 2012). While 3PL targets particular functions, 4PL is involved in managing the entire logistics process. Different firms arrive at a decision on whether to hire or not to hire the services of 3PL in a variety of ways. Such decisions emanate from the corporate level, divisional level or local level. Firms learn about the services of 3PL in various ways including the â€Å"sales calls by representatives of the contract logistics firms and discussions with other logistics professionals† (Dapiran et al., 1996, p.39). Different stakeholders should discuss and come to an agreement on whether to use 3PL. If there is a mutual agreement to hire 3PL, the firm should assess various 3Pl firms in order to determine the most successful firm (Coyle et al., 2012). At this point, the organization should consider their personal knowledge of the contractor, coverage, references, prior experience, competence, expertise in project management and implementation of new system. The firm may issue a request for quotation (RFQ) in order to obtain feedback from the interested bidders upon which they can base their decision by selecting prequalified contractor. The firm receives a proposal from 3PL vendors and makes a review to match the requirements and criteria (Autry et al., 2013). The 3PL presents their company and discusses solutions and benefits. Then the firm will

The Baisakhi Festival Is a Seasonal Festival Essay Example for Free

The Baisakhi Festival Is a Seasonal Festival Essay The Baisakhi festival is a seasonal festival. It is celebrated all over the Punjab and Haryana by all classes of people. Hindus, Muslims and Sikhs all take part in this celebration. It falls in he first day of baisakh. It falls every year in the 13th of April. On this day people put on new clothes. They prepare Halawa and several tasty things at home. Baisakhi Fair A fair is held everywhere in connection with the Baisakhi festival. The site of the fair is a place which is religiously famous. Generally the fair is held by the side of a river. The religious body is in charge of the fair. A day before the fair there seen a regular bazaar. There are stalls of sweet, toys fruits on either side of it. On Baisakhi day there is great rush in the fair. There is no place in the fair without visitors. In the fair the crowd is so great that you cannot meet with it even in the over crowded cities. You cannot elbow your way through it easily. Description On one side of the bazaar merry-go-rounds attract the people. They whirl in the air with children and boys of all ages sitting them. The boys enjoy their rides. Near them are the rope dancers. They do their feats on the rope. The moneys men make their monkeys show the same feats as were shown by their forefathers about a hundred years ago. Country Dance On the other side of the bazaar crowd of people can be seen standing on a circle. In the middle there is a group of villagers. They are mostly farmers. They are giving a show of their country dance with the beating of drum. Each one of these villagers has a stick in his hand. These sticks are raised in the air as the dancers lift both hands and raise their legs. They cry,. Gone is Baisakhi, Gone in Baisakhi. The sight is worth seeing. The excitement and enthusiasm of the dancers are very great. So many of onlookers forget there sense of shyness and join the dancers. The dance is wild indeed. Shamianas of Religious Parties Side by side with these means of amusement arrangement are made for the elderly people who are serious and religious minded. Hindus, Arya Samajist and Sikhs have out up their Shamianasunder which they are giving lecture on religion and are signing hymns. The number of the people who are listening to them is small. It is much smaller as compared with huge crowd gathered around the dancers to enjoy the dance. Those people who gather under the Shamianas do not care for the worldly attachments. They go on with their duty. Conclusion By the time evening drawn near, people get tired. They are glad to return home with sweets, toys and fruits for their children for the next day.

Social Class in George Bernard Shaws Pygmalion and Heartbreak House Es

Social class can be thought of as a very important indicator of who a person is. Social class is defined as a broad group in society having common economic, cultural, or political status. Where somebody comes from can effect somebody's decision to become involved with that person or not, can effect whether that person will be hired for a job or not and can often effect they way one is looked at and treated by society. Either way, class distinction is always evident within society. Using two plays by George Bernard Shaw, the relevance of the statement, ?class distinction is always evident within society,? will be shown through the use of examples, from both texts. The specific categories of examples are, character, style and setting. In these categories, Pygmalion and Heartbreak House will prove to be more different to each other than they are similar. In the plays, Pygmalion and Heartbreak House, it is shown through character?s speech, actions and mannerisms, that class distinction is always evident within society. The characters, Henry Higgins, the Eynsford Hill family, and Colonial Pickering, all show how social class and economic rank are important in the play, Pygmalion. Henry Higgins shows discrimination towards the lower class Eliza Doolittle by addressing her not as a lady but as a ?draggletailed guttersnipe? (Shaw, Pygmalion, 26). When Eliza Doolittle enters the Higgins/ Pickering residence, Henry Higgins is not sure what to do with such a dirty lower class girl, he asks Pickering, ?shall we ask this baggage to sit down, or shall we throw her out the window (Shaw, Pygmalion, 23). These comments towards Eliza Doolittle greatly hurt her self esteem and show that even when somebody is being as polite as they possi... ...plimentary. Using the style of naturalism it was shown that in Pygmalion, current environment is the true indicator of what social class one belongs, whereas in Heartbreak House it was shown that heredity is the more accurate indicator. In the category of style, Pygmalion and Heartbreak House are more different than they are similar. In exploring the setting of nineteenth century England, that was used for both plays, it was shown that even in times of revolution and in times of war, class distinction is always present. In the category of setting, Pygmalion and Heartbreak House prove to be more alike than different. Since two out of three categories show that the two plays are more different, the previous hypothesis proves true: Pygmalion and Heartbreak House are more different than they are alike when it comes to social class and the role that it plays in both texts.

Interpretations of our Culture and gender Essay

Culture is a representation of many aspects ranging from indigenous practices, eating habits and even clothing, thus culture is expressed all the way through many and various ways, customs, habits and behaviors. Nevertheless culture is also identified through language. Culture and language are so intertwined and in that complexity, culture can neither be separated from language nor can language be separated from culture. The way people choose to use language in various phases of life affiliates them to a one specific culture from the other. In this context, cultures are very different from one another, for instance in some cultures women have no voice in society and there are roles that they are not allowed to play. However, (Embers 2007) note that, â€Å"it must not be forgotten that some people can create a class through stratification or class which may end in discrimination or segregation†. In this case there is class of the poor and another of the rich and through these classes; people develop a culture befitting them. In matters of sex or gender, some ethnic groups are very discriminative towards women and the class of women has been given lesser roles in society than men. Women do not make decisions or are not involved in decision making processes or procedures. However, it has dawned in many cultures that women play vital roles for the survival of many societies. Many rigid cultures that have rendered women voiceless have realized women at many a times make brilliant decisions than expected. So, what have they done? Women have been listened to and many have been given powerful leadership positions in such cultures to make impacting decisions. Currently, in many cultures women are leaders and they have performed. So far so good, there is no major disagreement and the way forward for many cultures is not to use gender or sex as a whip, but to be specific let girls and boys in any cultural setting get equal education, position and or all other favors, then give them equal opportunities. Reference: Ember, C. & Ember, M. (2007). Cultural Anthropology, 12th Edition. New Jersey: Pearson Education, Inc.

Ben and Jerry’s Case Study

This case study comes from the second edition of Business Strategy: an introduction published in 2001. It is very readable and interesting, providing students with insights into how two entrepreneurs who set up an ice cream shop in a renovated petrol station became the names behind one of the most well-known ice cream brands around the globe. Students will find out how Ben and Jerry tackled the almighty (at the time) Pillsbury and Hà ¤agen-Dazs, how they developed a brand to distinguish them from competitors which included a focus on people and giving back to society, and how they successfully used PR to come up trumps in the ‘ice cream war’.At the end of the case study you will find a series of questions for students to get them thinking critically about Ben & Jerry’s strategy from its humble beginnings to where it is now. The case also provides the opportunity for students to conduct research into the current state of play. They could find out how Ben & Jerryâ €™s have further developed their brand and product offerings (they now have ice cream counters in cinemas, they offer a full selection of Fair Trade ice creams, etc. ) and what competition they now face, if any.Students will find it helpful to read chapter 20 on social responsibililty and business ethics. They could also use this longer case study as a springboard for their work on the Strategic Planning Software (SPS), to which they have free access with purchase of the textbook. The beginning Ben Cohen and Jerry Greenfield became friends at school in the late 1960s in Burlington, Vermont in the North Eastern United States. Their reputation as the two ‘odd' eccentrics at school led them to form a strong friendship that would last for many decades.When they left school, both Ben and Jerry became ‘hippies' – social drop-outs who lived an alternative and unconventional lifestyle. They both grew their hair and a beard and together with their dog, Malcolm, they mo ved in together as flatmates. One of the interests they shared was in food and as they discussed various ways of making a living, they concluded that the two most exciting areas of fast food at the time were bagels and ice cream. Having established that the equipment needed to bake bagels would cost $40,000, the two men enrolled on an ice cream making correspondence course for the cost of $5 each.In 1978, having developed some basic ice cream recipes, Ben and Jerry set up a shop in a renovated petrol station in Burlington with a capital investment of $12,000 ($4,000 of which was borrowed). From the outset, Ben and Jerry wanted to produce a premium product and the fact that it was made from ‘fresh Vermont milk and cream' was stressed. The outlet was called ‘Ben & Jerry's Homemade ice cream' and to give the shop a unique and welcoming character, they employed a piano player to play blues in the background. Initially, the shop was a success amongst Burlington locals, many o f whom had known the men when they were growing up.The staff that Ben and Jerry employed were encouraged to take the same ‘hippiesh' view of business activity as the owners (‘every day was a party'), but the major competitive advantage arose from the uniqueness of the product. Whereas the majority of ice cream products were traditionally-flavoured, Ben and Jerry introduced unusual flavours with ‘chunks' to make the textures more interesting, such as fruit, chocolate, nuts, toffee and similar sweets. ‘Chunky' ice cream became the prominent feature of the new organisation's image. During the summer of 1978, customer numbers grew as the reputation of the shop and the ice cream grew.It was when the winter set in at the end of the year that the troubles began. Over the counter ice cream sales dried up and Ben and Jerry realised they would have to find other outlets for their products if they were to avoid bankruptcy. They persuaded a number of local grocers in Ver mont to stock the product in one pint tubs, but it soon transpired that a broader customer base would be needed. Having approached a number of national supermarket chains, Ben Cohen learned that the size of the business, not to mention his appearance and attitude to business, made the buyers reluctant to take stock from him.He was advised that he ought to seek to sell the ice cream to large independent ice cream distributors in neighbouring states who would then sell the product on to the major retail multiples. It was then that Ben and Jerry encountered a problem. The Pillsbury confrontation Ben approached the Dari-Farms corporation with a view to have it distribute Ben & Jerry's ice cream throughout the New England states. Dennis Silva, the company vice-president, agreed to take some Ben & Jerry's stock despite Ben's unconventional approach to business.In order to increase distribution further, Ben also approached Paul's Distributors where its chairman, Chuck Green, also agreed to act as a Ben & Jerry distributor. The market leader in the super-premium ice cream segment at the time was Hà ¤agen Dazs, which was then owned by the large US based Pillsbury Corporation. Pillsbury turned over $4 billion a year and had extensive food interests in addition to Hà ¤agen-Dazs including Green Giant (vegetables) and Burger King, the fast food outlet. Kevin Hurley, president of the Hà ¤agen Dazs subsidiary of Pillsbury, was the son-in-law of the company's founder, Reuben Matthus.Matthus had started Hà ¤agen-Dazs in 1959 in New York. He came up with the Danish-sounding name in the belief that it conjured up a feeling in the consumer of an exotic European brand. By 1984 when the confrontation with Ben & Jerry's took place, Hà ¤agen-Dazs held a 70% share of the super-premium ice cream market. When Hurley discovered that both Dari-Farms and Paul's were distributing Ben & Jerry's as well as Hà ¤agen-Dazs, he rang both Dennis Silva and Chuck Green. Although Ben & Jerry's still had only a tiny share of the market compared to Hà ¤agen-Dazs, Hurley was determined that the distributors he used were not going to help a competitor.â€Å"We didn't say to the distributor ‘You can't carry Ben & Jerry's. We asked them to make a choice'† said Hurley. â€Å"We just told them [Silva and Green] that they couldn't sell Ben & Jerry's and Hà ¤agen-Dazs. † This ‘it's us or them' ultimatum took the two distributors by surprise and it presented a distressing dilemma. â€Å"We were just stunned at this comment coming from Hà ¤agen-Dazs, this huge company where we were selling trailer loads of ice cream, versus this minuscule amount of Ben & Jerry's we were selling† said Chuck Green of Paul's Distribution. â€Å"They had drawn this line in the sand saying that we had to make a decision.†When Ben and Jerry heard of Hurley's threat, they arranged a meeting with the distributors to discuss the situation. In view of the potential of Ben & Jerry's, neither distributor wanted to stop taking their products, but at the same time, the thought of having Hà ¤agen-Dazs withdraw their supply could prove very damaging indeed. The three parties agreed that they would need legal representation if they were to take on the might of Pillsbury and they chose Howie Fuguet, a business lawyer who had spent his professional life defending large organisations. Like Ben and Jerry, Howie was an eccentric.He was said to have cared little for his appearance and had holes in his shoes. He agreed that Pillsbury had behaved in a curious way and sent off a letter to them setting out the nature of Ben & Jerry's grievance. Protesting that Hurley had acted unfairly, Howie wrote to the Board of Pillsbury. â€Å"It would be wishful thinking on the part of your subsidiary's officers [Hà ¤agen-Dazs] to imagine that it can bully Ben & Jerry's, stifle its growth and cause it to roll over† wrote Howie. â€Å"Ben & Jerry's represents a cla ssic entrepreneurial success story and its owners are aggressive.Hà ¤agen-Dazs will have to learn to compete on their merits in the market place. That is the American way and that is what competition is all about. † Notwithstanding the apparent ‘correctness' of Ben & Jerry's case, the legal odds were clearly stacked against them. If they couldn't beat the ‘bullying' Hà ¤agen-Dazs through normal legal channels, then another weapon would be needed. The ‘dough boy' campaign The key move was to make Pillsbury the target of the campaign and not Hà ¤agen-Dazs; Pillsbury was bigger and had more to lose. Since the mid 1960s, the symbol of Pillsbury was the Pillsbury ‘dough boy'.The dough boy was used by Pillsbury in its advertising and other corporate communications and was a valuable symbol of the company's identity. So as to avoid the appearance of an ‘ice cream war’ between two competitors, Howie proposed that they attacked the Pillsbury comp any by specifically targeting the dough boy. Accordingly, the What's the dough boy afraid of? campaign was launched, intentionally designed to appear as a ‘David versus Goliath' conflict where a small company (Ben & Jerry's) had been unfairly treated by a large ‘bully' in the shape of Pillsbury.â€Å"We didn't really know a thing about PR. We were just trying to survive† said Ben Cohen. â€Å"If we were going to go down, we wanted to let as many people as we could know what was going on. [We wanted to say that] the reason why you can't find Ben and Jerry's on the shelf is because this big corporation [Pillsbury] is trying to prevent you, the consumer, from having a choice about what kind of ice cream you want to buy. † The campaign included T-shirts, bumper stickers, bill posters and other media which all bore the statement â€Å"What's the dough boy afraid of? â€Å".Jerry launched a one-man campaign outside the Pillsbury headquarters in Minneapolis, Min nesota and it wasn't long before the local television news programmes started carrying the story on a regular basis. This made the public sympathise with Ben & Jerry's, but also provided a lot of free publicity for the company and its products. From its 17-strong legal department, Pillsbury assigned Richard Wegener to ‘get rid of' the ‘Ben & Jerry problem'. Wegener quickly realised the size of the task facing Pillsbury. â€Å"The publicity became bigger than the dispute itself† said Wegener.The reputation of Pillsbury was at stake and Wegener sought to bring a rapid end to the controversy. Realising that the campaign had grabbed the public's attention and the sympathies were predominantly with Ben & Jerry's, Wegener advised Hurley to back down. Kevin Hurley was persuaded to sign an out-of-court settlement agreeing not to coerce any distributors. The campaign was over and Ben & Jerry's had won. The controversy not only ensured the defeat of Pillsbury, it also acted unwittingly as an enormous amount of publicity for the Ben & Jerry's brand.After the victory The success of Ben & Jerry's after the Pillsbury confrontation was marked. The distribution channels were widened still further until Ben & Jerry's ice cream was supplied through supermarkets, grocery stores, convenience stores, and food service operations, as well as through licensed ‘scoop shops’ (shops selling just their ice cream), franchised scoop shops, and company-owned scoop shops. By 1992, the company's turnover exceeded $130 million and it was on the verge of international development into the United Kingdom.In the super-premium ice cream sector, a number of new and distinctive product flavours were launched including ‘Milk chocolate ice cream and white fudge cows swirled with white chocolate ice cream and dark fudge cows,' ‘Chocolate comfort low fat ice cream,' ‘Mocha latte' and ‘Triple caramel chunk ice cream. ‘ In addition, non-ice cre am frozen desserts were introduced including a range of ice cream ‘novelties', frozen yoghurts and sorbets such as ‘Chunky Monkey frozen yoghurt – banana frozen yoghurt with fudge flakes and walnuts.'The Ben & Jerry's name and the company's reputation for quality meant that the new products became quickly adopted by the market. The personality of the founders helped to frame the company's culture and its mission. Two important statements were released which described the company's approach to its business. In 1988, the company stated that â€Å"We are dedicated to the creation and demonstration of a new corporate concept of linked prosperity. † This was articulated via its Philanthropy Statement and its Mission Statement.Ben & Jerry's Philanthropy Ben & Jerry's gives away 7. 5 percent of its pre-tax earnings in three ways: the Ben & Jerry's Foundation; employee Community action Teams at five Vermont sites; and through corporate grants made by the Director o f Social Mission Development. We support projects which are models for social change – projects which exhibit creative problem solving and hopefulness. The Foundation is managed by a nine member employee board and considers proposals relating to children and families, disadvantaged groups, and the environment.Mission Statement – Ben & Jerry's Ben & Jerry's is dedicated to the creation & demonstration of a new corporate concept of linked prosperity. Our mission consists of three interrelated parts: wTo make, distribute and sell the finest quality all-natural ice cream and related products in a wide variety of innovative flavors made from Vermont dairy products. wTo operate the Company on a sound financial basis of profitable growth, increasing value for our shareholders, and creating career opportunities and financial rewards for our employees.wTo operate the Company in a way that actively recognizes the central role that business plays in the structure of society by in itiating innovative ways to improve the quality of life of a broad community – local, national, and international. Underlying the mission of Ben & Jerry's is the determination to seek new and creative ways of addressing all three parts, while holding a deep respect for the individuals, inside & outside the company, and for the communities of which they are a part. Questions for students: 1.Identify the stakeholders that Ben & Jerry’s and Hà ¤agen-Dazs had in common at the time of the controversy. 2. Which of Donaldson and Preston’s view of stakeholders did Hà ¤agen-Dazs have at the time of the confrontation? Provide evidence from the case in your answer. 3. Which of Donaldson and Preston’s view of stakeholders did Ben & Jerry’s have in the case? Provide evidence from the case in your answer. 4. Comment upon the ethical behaviour of the two ‘sides’ of the Pillsbury dough boy campaign. Which side, if either, was right?

Uganda essays

Uganda essays The people of Uganda have had many types of governments during their long history, but until the coming of British Colonialism, there was no central government. Originally government was in the hands of the tribal groups who elected their own leaders and made their own laws, which all members of their group were expected to follow. Later some central authority was given to the kings of the various tribes, including the largest of these, the Buganda, whose ruler, the Kabaka, was considered the king and had ultimate authority over his people and their land ( Cavendish, 31). Mutesa II, whose full name was Sir Edward William David Walugembe Mutebi Luwangula Mutesa, was the Kababa of the East African State of Buganda, which is now part of Uganda from 1939 to 1953, and again from 1955 to 1966 (Thompson, 134). During the 1940s although he was nominally king, Mutesa was essentially controlled by the British resident and his Katikiro, or prime minister, and was personally unpopular. In 1953, when elimination of the privileged position of king of Buganda within the protectorate of Uganda seemed imminent, Mutesa II took an unyielding stand in meetings with the governor of Uganda so as not to completely alienate many of his increasingly suspicious and anti-British subjects. His key demands were for separation of Buganda from the rest of Uganda and the promise of independence. When he refused to communicate the British governments formal recommendation to his lukiiko, or parliament, he was arrested and deported (Cavendish, 32). Buganda leaders engineered Mutesa IIs return in 1955, as a constitutional monarch who still had a great deal of influence in the Buganda government. When Uganda became independent, Prime Minister Obote hoped to placate Buganda by encouraging Mutesas election as president in 1963, but a conflict over the continued integrity of the Buganda kingdom with Uganda followed. When Mutesa II t...

John Buford in the Civil War

John Buford in the Civil War Major General John Buford was a noted cavalry officer in the Union Army during the Civil War. Though from a slave-holding family in Kentucky, he elected to remain loyal to the Union when fighting began in 1861. Buford distinguished himself at the Second Battle of Manassas and later held several important cavalry positions in the Army of the Potomac. He is best remembered for the role he played during the early phases of the Battle of Gettysburg. Arriving in the town, his division held critical high ground north and ensured that the Army of the Potomac possessed the critical hills south of Gettysburg. Early Life John Buford was born March 4, 1826, near Versailles, KY and was the first son of John and Anne Bannister Buford. In 1835, his mother died from cholera and the family moved to Rock Island, IL. Descended from a long line of military men, the young Buford soon proved himself a skilled rider and a gifted marksmen. At the age of fifteen, he traveled to Cincinnati to work with his older half-brother on an Army Corps of Engineers project on the Licking River. While there, he attended Cincinnati College before expressing a desire to attend West Point. After year at Knox College, he was accepted to the academy in 1844. Fast Facts: Major General John Buford Rank: GeneralService: US/Union ArmyNickname: Old SteadfastBorn: March 4, 1826 in Woodford County, KYDied: December 16, 1863 in Washington, DCParents: John and Anne Bannister BufordSpouse: Martha (Pattie) McDowell DukeConflicts: Civil WarKnown For: Battle of Antietam, Battle of Fredericksburg, Battle of Chancellorsville, Brandy Station, and Battle of Gettysburg. Becoming a Soldier Arriving at West Point, Buford proved himself a competent and determined student. Pressing through the course of study, he graduated 16th of 38 in the Class of 1848. Requesting service in the cavalry, Buford was commissioned into the First Dragoons as a brevet second lieutenant. His stay with the regiment was brief as he was soon transferred to the newly-formed Second Dragoons in 1849. Serving on the frontier, Buford took part in several campaigns against the Indians and was appointed regimental quartermaster in 1855. The following year he distinguished himself at the Battle of Ash Hollow against the Sioux. After aiding in peace-keeping efforts during the Bleeding Kansas crisis, Buford took part in the Mormon Expedition under Colonel Albert S. Johnston. Posted to Fort Crittenden, UT in 1859, Buford, now a captain, studied the works of military theorists, such as John Watts de Peyster, who advocated for replacing the traditional line of battle with the skirmish line. He also became an adherent of the belief that cavalry should fight dismounted as mobile infantry rather than charge into battle. Buford was still at Fort Crittenden in 1861 when the Pony Express brought word of the attack on Fort Sumter. The Civil War Begins With the beginning of the Civil War, Buford was approached by the Governor of Kentucky regarding taking a commission to fight for the South. Though from a slave-holding family, Buford believed his duty was to the United States and flatly refused. Traveling east with his regiment, he reached Washington, DC and was appointed assistant inspector general with the rank of major in November 1861. Buford remained in this backwater post until Major General John Pope, a friend from the prewar army, rescued him in June 1862. Promoted to brigadier general, Buford was given command of the II Corps Cavalry Brigade in Popes Army of Virginia. That August, Buford was one of a few Union officers to distinguish themselves during the Second Manassas Campaign. In the weeks leading to the battle, Buford provided Pope with timely and vital intelligence. On August 30, as Union forces were collapsing at Second Manassas, Buford led his men in a desperate fight at Lewis Ford to buy Pope time to retreat. Personally leading a charge forward, he was wounded in the knee by a spent bullet. Though painful, it was not a serious injury.​​​ Army of the Potomac While he recovered, Buford was named Chief of Cavalry for Major General George McClellans Army of the Potomac. A largely administrative position, he was in this capacity at the Battle of Antietam in September 1862. Kept in his post by Major General Ambrose Burnside he was present at the Battle of Fredericksburg on December 13. In the wake of the defeat, Burnside was relieved and Major General Joseph Hooker took command of the army. Returning Buford to the field, Hooker gave him command of the Reserve Brigade, 1st Division, Cavalry Corps. Buford first saw action in his new command during the Chancellorsville Campaign as part Major General George Stonemans raid into Confederate territory. Though the raid itself failed to achieve its objectives, Buford performed well. A hands-on commander, Buford was often found near the front lines encouraging his men. Old Steadfast Recognized as one of the top cavalry commanders in either army, his comrades referred to him as Old Steadfast. With Stonemans failure, Hooker relieved the cavalry commander. While he considered the reliable, quiet Buford for the post, he instead selected the flashier Major General Alfred Pleasonton. Hooker later stated that he felt that made a mistake in overlooking Buford. As part of the reorganization of the Cavalry Corps, Buford was given command of the 1st Division. In this role, he commanded the right wing of Pleasontons attack on Major General J.E.B. Stuarts Confederate cavalry at Brandy Station on June 9, 1863. In a day-long fight, Bufords men succeeded in driving back the enemy before Pleasonton ordered a general withdrawal. In the following weeks, Bufords division provided key intelligence regarding Confederate movements north and frequently clashed with Confederate cavalry. Gettysburg Entering Gettysburg, PA on June 30, Buford realized that the high ground south of the town would be key in any battle fought in the area. Knowing that any combat involving his division would be a delaying action, he dismounted and posted his troopers on the low ridges north and northwest of town with the goal of buying time for the army to come up and occupy the heights. Attacked the next morning by Confederate forces, his outnumbered men fought a two and half hour holding action which allowed for Major General John Reynolds I Corps to arrive on the field. As the infantry took over the fight, Bufords men covered their flanks. On July 2, Bufords division patrolled the southern part of the battlefield before being withdrawn by Pleasanton. Bufords keen eye for terrain and tactical awareness on July 1 secured for the Union the position from which they would win the Battle of Gettysburg and turn the tide of the war. In the days following the Union victory, Bufords men pursued General Robert E. Lees army south as it withdrew to Virginia. Final Months Though only 37, Bufords relentless style of command was hard on his body and by mid-1863 he suffered severely from rheumatism. Though he frequently needed assistance mounting his horse, he often remained in the saddle all day. Buford continued to effectively lead the 1st Division through the fall and the inconclusive Union campaigns at Bristoe and Mine Run. On November 20, Buford was forced to leave the field due to an increasingly severe case of typhoid. This forced him to turn down an offer from Major General William Rosecrans to take over the Army of the Cumberlands cavalry. Traveling to Washington, Buford stayed at the home of George Stoneman. With his condition worsening, his former commander appealed to President Abraham Lincoln for a deathbed promotion to major general. Lincoln agreed and Buford was informed in his final hours. Around 2:00 PM on December 16, Buford died in the arms of his aide Captain Myles Keogh. Following a memorial service in Washington on December 20, Bufords body was transported to West Point for burial. Beloved by his men, the members of his former division contributed to have a large obelisk built over his grave in 1865.

District Budget Comparison Research Paper Example | Topics and Well Written Essays - 2750 words

District Budget Comparison - Research Paper Example When comparing two Texas school districts- Lubbock Independent School District and Laredo Independent School District- research will show a few similarities and differences among the districts in terms of demographics and budget analysis. All data and research conducted will be derived from the Texas Education Agency Academic Excellence Indicator System (AEIS) Reports and each district’s Comprehensive Annual Financial Report for the 2010-2011 academic school years. Student Population Student Population by Grades Lubbock Independent School District is located in Lubbock city, Texas in Region 17. According to the AEIS report, Lubbock ISD has 28, 680 students in over fifty schools. The district is composed of 35 elementary schools, 10 middle schools, 4 high schools, and 3 disciplinary alternative education programs. Lubbock ISD has 53.1% of its student population at the elementary level. Local high school enrollment accounts for 25.4% of the student population and the middle scho ol for 21.5%. ... At the elementary level, the district has 57.4% of the student population enrolled. Local high school enrollment accounts for 23.6% of the student population and the middle school for 19.1%. Table 1.1: Student Enrollment by Grade Level Grade Level Laredo ISD Lubbock ISD State Elementary 57.4% 53.1% 50.8% Middle 19.1% 21.5% 21.9% High School 23.6% 24.4% 27.2% Graph 1.1: Student Enrollment by Grade Level Source: TEA, Academic Excellence Indicator System (AEIS), 2010-11. Laredo ISD enrolls more students in the elementary level when compared to Lubbock and State. On the other hand, the proportion of its middle and high school is less than that of Lubbock and state. The proportions of Laredo ISD and those of states are quite similar. Student Population by Ethnicity Laredo ISD has a predominantly set in terms of ethnicity and overall student population, meaning that the student population in general is stable and one sided, compared to other districts with more diversity. Laredo ISD has a dominant Hispanic distribution. Almost 100% percent of the student population is Hispanic. However, Lubbock ISD is a little more diverse in its ethnicity makeup even though Hispanics still dominate. Hispanics enrolled account for 53.9% of the student population, while whites follow with 29.1%. African Americans account for 13.3%, American Indian 0.4%, Asian/Pacific 1.7% and other ethnics 1.6% of the Lubbock ISD student population. Table 1.2: Ethnicity Comparison Ethnicity Laredo ISD Lubbock ISD State African American 0.1% 13.3% 12.9% Hispanic 99.5% 53.9% 50.3% White 0.3% 29.1% 31.2% American Indian 0.0% 0.4% 0.5% Asian/Pacific 0.2% 1.7% 3.5% Others 0.0% 1.6% 1.6% Graph1.2: Ethnicity Comparison

Corp case study Essay Example | Topics and Well Written Essays - 500 words

Corp case study - Essay Example t Darden, Doman & Stafford Associates (DDA) accepted the obligation of a corporation not yet formed and did not hold John Goodman as a responsible individual, as noted in the dissenting opinion (John A. Goodman 7). When it cannot be concluded by evidence that the parties to the contract other than the promoter, looked solely to the corporation and not to the promoter for performance of the contract, the promoter becomes liable for the preincorporation contract made by him. As such decision was passed against Goodman, making him liable under the preincorporation contract (John A. Goodman 3). As Goodman or the promoter in this case alleged that DDS agreed to look solely to the corporation, he will have the burden of proving the agreement. The release of the promoter depends on the intent of the party when the promoter depends on the agreement. However, Goodman’s arguments that the terms â€Å"in formation† in the contract and â€Å"†¦ warranties contained herein shall be construed to have been made between seller and resultant corporation†¦Ã¢â‚¬  were in fact ambiguous as they did not expressly state about the release from personal liability of the promoter (John A. Goodman 5-6). While determining whether the trial court’s decision was correct based on the evidence, the court found that the trial court gave its decision in favor of Goodman based on three considerations, which are: 1) DDS knew the corporation did not exist; 2) The fact that Doman was informed by Goodman about the formation of the corporation; and 3) progress payments were made to the corporation. However, the above considerations are not dispositive in any way of the intent of DDS to hold Goodman personally liable. As such the evidence not being substantial to show the intent to release Goodman from his personal liability, he was held a party to the contract (John A. Goodman 6- 7). The decision concurs with the general rule that a promoter is liable for a preincorporation contract made for the